Buletin Kualiti IPQ Bil. 5 Edisi 2 2016

IPQ
TI
PEN
A JU K U A
LI
Buletin Kualiti
ER
UUM
FOCUSED. ACCURATE. SHARP. TIMELY

IPQ DRIVES UUMS ENDLESS POTENTIALS
BIL. 5 EDISI 2 2016
Whats
HEAD, HEART, HAND

& HUMBLENESS
Inside!
Rising Star
- Assoc. Prof Dr. Angela
Amphawan -
Professor of Risk Management

- Prof. Dr. Haji Mohd Rasid
Hussin -
About Takaful
- Mr. Azli Munani -
Medicine and Disinfectant

Smell (KPJ)
- Mr. Asmadi Mohd Bakri -
Producing First Class Human

Capital
- Dr. Mohd Zakhiri Md Nor -10
Why Cant I Get a Job? I Am a

1st Class Degree Holder
- Mr. Foon Lung Wei -
11
7 Strategic Leadership Lessons

- Dr. Narentheren -
http://ipq.uum.edu.my
17
ISI kandungan
3. Directors Message
4. Institut Pengurusan Kualiti
Sidang
REDAKSI
5. Rising Star
6. Professor of Risk Management
PENAUNG
8. About Takaful
9. From Medicine and Disinfectant Smell to Coffee Aroma
10. Producing First Class Human Capital in Realising the
Countrys Agenda
Prof. Dato Seri Dr. Mohamed Mustafa Ishak

Naib Canselor, Universiti Utara Malaysia (UUM)
KETUA EDITOR
11. Why? Why Cant I Get a Job? I Am a First Class Degree

Holder. My CGPA is 4.0 but Why?
12. Strategies for Brilliant Performance (Book)
Prof. Madya Dr. Haim Hilman Abdullah

TIMBALAN KETUA EDITOR
Dr. Narentheren Kaliappen
13. IPQ on Ranking & IPQ on Brand

14. IPQ on Soft Skills & IPQ on Data Management
15. IPQ on Technology & IPQ on Teamwork
16. IPQ on Human Resources & IPQ on Civilization
17. IPQ on 5S Practices & IPQ on Leadership
18. Pengarah IPQ Terima Best Director Award
19. IPQ Anjur Program Latihan Eksekutif- Practical Risk
EDITOR PENGURUSAN
Budiman Syuwari Budiman Sobri
EDITOR BAHASA MELAYU/ BAHASA INGGERIS
Nur Shazwani Shariffudin
Lieyana Teo Mohd Zulkifli Teo
Management and ISO 31000:2009

20. IPQ Lancar Quality Apprenticeship Programme (QAP)
Untuk Perkasa Pelajar UUM
21. IPQ Bentang Pencapaian Suku Pertama 2016 Pelan
Strategik Fasa II (2016-2020)
22. IPQ Anjur Perkongsian Teknik Memperolehi Anugerah

5S/QE MPC
PEMBERITA
Siti Hajar Mat Isa
Mohd Farhan Ismail
Muhamed Nor Azman Nordin
Siti Khairunnisa Mohd Nor
Nur Hazlina Ghazali
Nurhadayah Abdul Rahim
Nurul Asyiqin Muhamad Zaini
23. IPQ Lancar Sistem Pelaporan Elektronik MS ISO 9001:2008

24. IPQ-UUM Prihatin Dalam Program Kembalikan Senyuman
Mereka
25. QS University Ranking Asia - Lonjakan UUM Luar Biasa
26. IPQ UUM Receives Recognition at World Education
Congress Global Award 2016
JURUFOTO
Hairil Azuin Md Akil
Shahrin Azly Muhamad Yusuf
Seksyen Fotografi UKK
PENERBIT
27. Kenali Rakan IPQ Anda
Institut Pengurusan Kualiti (IPQ)

Universiti Utara Malaysia
06010 UUM Sintok
Kedah Darul Aman
28. IPQ Klik
Tel: (04) - 928 4651 Fax: (04) - 928 4660

Email : ipq@uum.edu.my
Website: http://ipq.uum.edu.my
Diterbitkan 4 kali setahun
FOCUSED, ACCURATE, SHARP, TIMELY
DIRECTORS MESSAGE
IN SEARCH FOR ORGANIZATIONS SOUL - HEAD, HEART, HAND & HUMBLENESS
The existence of competitions in industries is truly
undeniable. Generally, the ability to maximize
the strengths, improve weaknesses, exploit
opportunities and strategically avoid threats are
the fundamentals for individual, organizations,
sectors, states or countries to compete
competitively. The essence for an individual
or organizations ethos with the belief of the
importance to create soul in an organization
depends on the attributes of 4H - Head, Heart,
Hand and Humbleness. Failure to understand
the underlying concept of 4H could hinder an
individual or organization to reach their true
potential.
4. Humbleness
Great leaders are individuals who are humble but
visionary. Not many possess this trait and it is one
of the reasons why many organizations failed
to accomplish their real potentials. Often,
leaders who do not posses this trait will blame
the employees saying they are incompetent,
not dynamic, not competitive and etcetera.
Leaders who failed to express their respect,
affection, passion and concern towards
their employees will not be able to attain
their respect and support.
The excitement and pleasantness to build
a great organization, even it is at the lowest
point to begin with is highly depending on
the ability of the organizations leadership to
appreciate and practice 4H Head, Heart,
Hand & Humbleness.
Many leaders are deceived by their own belief

of leadership as they thought the organization
they led is the result of their intelligence in crafting
the strategy. Having smart leader is undeniably
important, yet it should be blended with other traits
such as empathy, teamwork, sense of belonging and
most importantly strong engagement with employees.
By having those, an organization will have a better chance
to remain competitive.
A great and successful leader is a leader who asks

the employees What is your vision and mission? and
receives a proud answer, We do not have any personal
vision and mission, your vision and mission are ours. Therefore, a
leader should improve himself regularly and bear in mind that the
organizations success is the result of a great teamwork. Leaders
need to communicate sincerely, show their appreciation and
compliment the employees.
An organization built without affection and respect will not last

long or succeed in their field nationally or internationally. Look
at the past empires with great military garrison ruled merely by
discipline but failed to live up other noble qualities had failed
and forgotten. Similarly, huge number of companies established
50 to 100 years ago, which had perished due to failure to blend
business goals with humility strategically. Hence, all leaders
should embrace the concept of 4H: Head, Heart, Hand and
Humbleness.
Many leaders failed to express their gratitude sincerely to their

employees. In search for the organizations soul, leaders should
recognize the employees achievement, even to the smallest
attainment by giving a letter of appreciation or a handshake
to those contributed to the achievement. At the end of one
successful leadership era, great leaders will be summerized as
prominent, good, affectionate or otherwise. We should work
hard to be recognized and reviewed positively by others.
1. Head
A leader should have a clear vision of what the organization
wants to achieve. Leaders should not be confused between
their personal goals with the vision of the organization. Leaders
need to be smart and skillful to establish the strategic plan, action
plan, and most importantly ensuring the employees clearly
understand their role in shaping the future of the organization.
At IPQ-UUM, we strongly strive to practice the 4H concept and

praise to Allah, the IPQ teams undivided commitment has
enabled us to achieve success one after another at the university,
national and international levels. We recently received the Best
Corporate Planning and Quality Management Department in
Higher Education Institution at the World Education Congress
Global Awards 2016.
2. Heart
Leaders need to have a pure and sincere heart. A dynamic,
progressive, and competitive organization will not be able to
be established if the leaders failed to unveil their sincerity to the
employees. Words uttered by leaders could become the source
of motivation for the employees and to work wholeheartedly
that lead to the success of the organization, or vice versa.
VIVA IPQ-UUM
ASSOC. PROF DR. HAIM HILMAN ABDULLAH A.M.K
Director, Institute of Quality Management (IPQ)
Universiti Utara Malaysia
3. Hand
Leaders should be a good orator, not only to motivate the
employees, but to be magnanimous in opening themselves
up and teaching others to work efficiently, effectively and
strategically. A wise leader will recognize the employees field
of expertise and assigned them accordingly Right person for
the right job.
INSTITUT PENGURUSAN
KUALITI
VISI IPQ
Menjadi peneraju dalam bidang Sistem Kecemerlangan Kualiti, Perancangan Korporat dan Daya Saing Global
To become a leader in the fields of Quality Excellence System, Corporate Planning and Global Competitiveness
MISI IPQ
Menawarkan perkhidmatan bermutu dan berprestasi tinggi kepada semua pemegang taruh khususnya dalam bidang Sistem
Kecemerlangan Kualiti, Perancangan Korporat dan Daya Saing Global.
Offer quality and high performance services to all stakeholders especially in the fields of Quality Excellence System, Corporate
Planning and Global Competitiveness
PIAGAM PELANGGAN
Institut Pengurusan Kualiti komited dalam memberi perkhidmatan yang cekap, berkesan dan berkualiti bagi memenuhi keperluan
dan kepuasan setiap pemegang taruh.
Institute of Quality Management is committed to providing efficient, effective and quality services to meet the needs and satisfaction
of each stakeholders.
OBJEKTIF IPQ

Menjadi jabatan yang menawarkan perkhidmatan pendidikan, latihan dan perundingan berterusan dalam bidang Sistem
Kecemerlangan Kualiti, Perancangan Korporat dan Daya Saing Global.
Menjadi pusat rujukan utama menerusi aktiviti penyelidikan, perundingan dan penerbitan hasil penemuan dalam Bidang
Sistem Kecemerlangan Kualiti, Perancangan Korporat dan Daya Saing Global.
Menjadi jabatan yang sentiasa Focused, Accurate, Sharp & Timely dalam memacu agenda berkaitan Sistem Kecemerlangan
Kualiti, Perancangan Korporat dan Daya Saing Global.
To offer educational services, continuous training and consultation in the fields of Quality Excellence System, Corporate
Planning and Global Competitiveness
To become a major reference centre through research, consultancy and publishing findings in the fields of Quality Excellence
System, Corporate Planning and Global Competitiveness
To become a department that drives the motto Focused, Accurate, Sharp & Timely in steering the agenda related to Quality
Excellence System, Corporate Planning and Global Competitiveness
SEJARAH PENUBUHAN IPQ

1991:
Penubuhan Pusat Pengurusan Kualiti (PPQ).
1993:
Pusat Pengurusan Kualiti dinaik taraf menjadi Institut Pengurusan Kualiti (IPQ).
2008:
Institut Pengurusan Kualiti (IPQ) dijenama sebagai Pusat Pengurusan Kualiti (PPQ).
2011:
Pusat Pengurusan Kualiti (PPQ) telah dijenama semula sebagai Institut Pengurusan Kualiti (IPQ) dan digunapakai hingga
kini.
1991:
The establishment of Quality Management Centre (PPQ).
1993:
Quality Management Center was upgraded to Institute of Quality Management (IPQ).
2008:
Institute of Quality Management (IPQ) was renamed as Quality Management Center (PPQ).
2011:
Quality Management Center (PPQ) was rebranded as Institute of Quality Management (IPQ) and is used until today.
ASSOC. PROF DR. ANGELA AMPHAWAN
A BRIEF INTRODUCTION
Q: Share with us your experience while studying for your PhD at University of Oxford, UK.
A: University of Oxford encourages interdisciplinary research with its wider perspective on global issues such as public health, human rights,
aging, mobility, disaster management, pollution control and more. The debates surrounding these global issues involve a tangle of scientific,
social science, moral, business and governance elements that require multiple disciplines to unravel. I had the opportunity to step outside
my comfort zone and worked with multiple groups to solve the complexities of my research. The overt collegial-departmental structure at
Oxford supports this collaborative effort, allows contrary practices and gave me the opportunity to appreciate diversity and foster wonderful
friendships with other researchers from different disciplines.
Q: Share with us your research experience as a Fulbright Fellow at Massachusetts Institute of Technology (MIT), Cambridge, Massachusetts,
USA.
A: Research at Massachusetts Institute of Technology (MIT) is industry-inspired. While academics strive to transfer theoretical ideas into
practical projects, large corporations struggle to achieve breakthrough innovations for profitable ventures. At MIT, both academia and the
industry work synergistically to develop innovative products that are technically complex and require strategic collaboration with several
universities and companies. This is possible due to the autonomous nature of research groups at MIT. The appointment of project leaders who
are experts in their respective fields ensure adept planning and identification of administrative and financial measures based on product
development milestones rather than mere red tape. The willingness of administrators to step back and facilitate project leaders rather than
act as decision makers fosters trust and synergy between collaborators and ensures timely delivery of the product. Scientific research is
advanced rapidly to meet industrial demands and graduate students have benefited from the industrial experience. In fact, several research
laboratories at MIT have high-tech spin-off companies, some which are bought over by larger companies such as Intel, Ericsson, Samsung,
Oracle and many others.
Q: As a Head of Optical Computing and Technology Research Laboratory at School of Computing, UUM, tell us the importance of optical
computing.
A: Optical computing will revolutionize the world of computing, by reaching far beyond the capabilities of traditional electronics.
Conventional electronic computers are limited in data rates due to energy dissipation constraints. In the future, light will replace electrons
for transferring information in computers, data centres and embedded systems. Light travels faster than electrons at a fraction of energy,
thus, optical computing is beneficial for high-speed communications in laptops and mobile devices where space and energy dissipation
are key constraints against the quest for higher processing speeds. In the industry, Intel, IBM, Fujitsu, Infinera, Canon and Facebook have
developed various hardware and algorithms for optical computing systems. UUM has the potential to venture into optical computing and
flourish internationally if internal expertises are capitalized on and laboratory facilities are provided.
Q: Can you share with us the importance of high impact publications for university ranking?
A: Consider impact factor as a branding standard for journals and a representation of the journals reputations among its peers. Publishing
in high impact publications will increase the reputation of a university internationally. Prolific researchers with high impact journals attract
research collaboration from around the world, including high-calibre international students who aspire to work with the best minds. It is
important that papers and theses be credited transparently according to their expertise to attract talents of the highest calibre. High impact
publications build momentum and interest among high-value international stakeholders, including the industry and professional societies.
Q: Describe the importance of cutting-edge experiments for high impact publications.
A: Cutting-edge experiments are important to appropriately interpret numerical results and for proofs-of-concept. The key to quality research
in technology is a firm grounding in the principles of nature based on physics, chemistry, biology and mathematics. High-impact publications
are usually grounded on the principles of nature and this inevitably requires cutting-edging experiments. Even research on policy-relevant
fields such as economics, management, governance, education, disaster control and nutrition increasingly rely on the laws of nature to
translate banking and social science theories into rigorous empirical evidence as societal stakes may be high. Optical computing is a multidisciplinary research field which requires cutting-edge experiments to formalize theories and concepts across different fields with a strong
underpinning in the principles of nature and science.
Q: Tell us about the significance of laboratory facilities for high impact publications.
A: Cutting-edge experiments can only be conducted in a well-equipped laboratories to ensure proper research methodology is undertaken.
Without proper laboratory facilities, special handling of equipment and compliance to standard procedures, research results may be
inadequate for high-impact publications. Moreover, conducting experiments at other laboratories may expose our intellectual properties.
International rankings are dominated by senior, more established universities. Unfortunately, smaller universities may be compelled to conduct
their experiments at these more established universities due to the lack of financial support and equipment. It is time for UUM to have a seat
at the international table. In order for the UUM Optical Computing and Technology Research Laboratory to make a mark, a well-equipped
laboratory is essential in order to safeguard our intellectual property and to compete internationally.
Q: Where do you see UUM in research and publication in 5 years time?
A: UUM has come a long way and proven itself significantly, rising from 191th position to 137th in the Asia rankings due to the collaborative
efforts by the faculty and staff. I believe UUM will continue to make major strides in international rankings by welcoming new research fields,
improving laboratory facilities and encouraging international collaboration. The lynchpins of transformation are open and change-driven
academics across all levels of the university to reimagine and reinvent current research trends. Our academics have to be courageous
risk-takers who can change the landscape and let go of outdated practices that compromise growth. We have made a giant leap in the
rankings but cannot rest on our laurels. Hope to see UUM at the top 50 in Asia and top 100 in the world in the next five years.
S T A R
She has been invited as a keynote speaker for the Fulbright-Malaysian Communications and Multimedia
Commission Seminar (MCMC) Academic-Industrial Seminar, IEEE International Conference on Microwave
and Photonics, International Conference on Communication and Computer Engineering and several
others conferences. She has won two Best Paper Awards and several exhibition medals. She currently
serves on the Editorial Board of Wiley Transactions on Emerging Telecommunications Technologies
(Impact Factor 1.295), International Journal of Electrical and Computer Engineering, International Journal
o f
Informatics and Communication Technology, Applied Physics and Mathematics. She has also served as Publicity Cochair
for the IEEE Wireless Communications and Networking Conference International Conference (WCNC), Technical Committee for Electrical
Engineering, Computer Science and Informatics, International Conference on Internet Applications, Protocols and Services and several
other conferences. In addition, she is a reviewer for leading optical journals such as Optics Letters (Impact Factor 3.04), Optics Express
(Impact Factor 3.15), Journal of Lightwave Technology (Impact Factor 2.57) and IEEE Photonics Journal (Impact Factor 2.21). She has over
100 referred publications and a patent.
R I S I N G
Assoc. Prof Dr. Angela Amphawan received her PhD in optical communications engineering from University of Oxford,
United Kingdom. She is currently Head of the Optical Computing and Technology Research Laboratory at School
of Computing, Universiti Utara Malaysia and a Fulbright Research Fellow at Massachusetts Institute of Technology,
Cambridge, USA. Due to her excellent standing in the optics community, she has been appointed to serve
on the IEEE Nanotechnology Council and IEEE Sensors Council. She has won the Fulbright Award and the
International Academic Award by the Deputy Prime Minister for her outstanding contribution. Her research
has been funded by the Fulbright Foundation, Telekom Malaysia, German Academic Exchange and the
Malaysian Ministry of Higher Education.
DR. HAJI MOHD RASID HUSSIN

PROFESSOR OF RISK MANAGEMENT
A BRIEF INTRODUCTION
Professor Dr. Haji Mohd Rasid Hussin is a Professor of Risk Management and Deputy Chairman
II of the University Risk Management Committee (URMC) at Universiti Utara Malaysia (UUM).
In total, he has an employment record of more than 40 years service (inclusive of about 10
years of Insurance Industry experience) since 1974. To his credit, Professor Dr Hj Mohd Rasid
Hussin is the First Person in ASIA and the world perhaps during the 1990s, to have obtained two (2)
postgraduate degrees specifically in Risk Management; an MSc in Risk Management and Insurance
from Golden Gate University (GGU), San Francisco, California, USA and a PhD in Risk Management
from Glasgow Ca ledonian University (GCU), Glasgow, Scotland, United Kingdom.
In addition, he is currently the a President of the International Institute of Risk Management and Crisis Strategies (IIRMACS); World Muslims
Risk Management Think-Tank Network (WMRiMTTN); Malaysia Muslims Risk Management Think-Tank Network (MMRiMTTN); Malaysian Risk
Management Think-Tank Network (MRMTTN) and the Malaysian Group of Scholars and Thinkers on Risk Management (MGSTRiM). Furthermore,
Prof Rasid is a member of the World Expert Group (WEG) for ISO-31000:2009 and also an active member of the ISO International Technical
Committee on Risk Management Standard (ISO/TC-262 Risk Management). Up until today he has conducted several hundreds of trainings,
workshops, seminars and conferences all around the world.
Q: What is risk management?
A: From a laymans perspective, risk management is simply the management of risk. Well, that is easier said than done. If management
of risk looks simple and easy, why are there losses and damages occurring on each passing day to various organizations (universities
included) worldwide? Essentially, risk management is a discipline on its own which is an important part of the overall general
management.
For this, the world first international risk management standard (ISO-31000:2009) which is currently undergoing a technical review process,
defines risk management as the coordinate d activities to direct and control an organization with regard to risk. This international standard
which provides the fundamental principles and generic guidelines on risk management is currently THE main source of reference for all
organizations globally.
Risk, in essence, refers to the effect of uncertainty on objectives. According to the international risk management standard, an
effect is a deviation from the expected outcome which could be either positive and/or negative. Risk per se, is often characterized
by reference to potential events and consequences or a combination of these. It is often expressed in terms of combination of the
consequences of an event (including changes in circumstances) and the associated likelihood of occurrence. Uncertainty, on the
other hand, is the state, even partial, of deficiency of information related to, understanding or knowledge of risk. Objectives, in turn,
can have different aspects such as financial, health and safety, security and environmental goals. Importantly, these objectives can
apply at different levels of the organizations such as strategic, organization-wide, project, product and process.
Q: What are the forms of risks and uncertainties including potential challenges faced by the University in future?
A: As mentioned earlier, risk management is the coordinated activities to direct and control an organization with regard to risk. For this, the
international risk management standard (ISO-31000:2009) had clearly provided the fundamental principles and generic guidelines on risk
management. As a matter of convenience, all the different users (namely the various stakeholders worldwide) of this international standard
are referred to by the general term organization.
It is interesting to note that such an international standard is not specific to any ind ustry or sector. Instead, this particular standard can
be used by any public (universities included), private or community enterprise, association, group or even the individual person. Equally
interesting, this international standard can be applied throughout the life of an organization and also to a wide range of activities including
strategies and decisions, operations, processes, functions, projects, products, services and assets. Another important point to note is that,
this International Standard provides generic guidelines and thus, is not intended to promote uniformity of risk management across
organizations in view of the fact that risk management is tailored to the need of the organisation itself (UUM for instance). On the same
note, it is intended that this particular standard is utilized to harmonize the risk management processes in existing and future standards.
Like any other organizations, UUM also face related risks and uncertainties that could have a possible effect on the universitys overall
objectives. Although the international risk management standard (ISO-31000:2009) provides a common approach in support of standards
dealing with specific risks , such a standard is not actually a management system standard. But, risk management, as the coordinated
activities to direct and control an organization with regard to risk, is integral to the overall management of an organization such as UUM.
In the daily operations of the university, UUM undoubtedly face various forms of operational risk which is inherent in any type of organization.
Like any other universities whether locally or internationally, funding is critical in view of high costs associated with the nature of being as
reputable education provider.
Strategic decisions by the university must be made in consideration of the potentia l risks and uncertainties of being able to constantly attract
students to UUM every year. More importantly, those students who come in do not just make up the number required. For UUM to be a world
class university of international repute, the university must be able to attract the best brains (lecturers and students) with the pool of talent
who will be equally instrumental in heightening the corporate profile of UUM as the eminent Management University of Malaysia.
As Malaysias prestigious management university and the world best eminent management university recently awarded by The Global
Brands, UUM therefore, has a reputation to preserve in the years to come. By looking at the corporate vision itself, UUM has to live up to
its reputation and global challenge in ensuring that such a reputational risk is well taken care all the time in the universitys journey towards
achieving and maintaining global excellence in the years to come. UUMs management decisions must be strategic hence the strategic
risks that must be managed as part of the universitys risk governance for corporate resilience and sustainability in the long run. Strategic
risk management requires the university to be constantly aware of what others are doing in the quest for educational leadership and
excellence. Key decisions therefore, are being made with considerations of Key Risk Indicators (KRIs) instead of Key Performance Indicators
(KPIs) alone.
Q: Who manages risk at the University?
A: This is an interesting question. Although someone is specially assigned to do the job of managing risks and uncertainties for the university
on the whole, managing risk is actually everybodys job. The task itself is the responsibility of each and every member of the university.
With such a responsibility comes commitment and seriousness among every staff member to ensure that risks are well managed across
-the-board within the entire university. The person specially assigned is the one who coordinates all risk-related activities (including insurance
arrangement) for the university and provides relevant risk-information to the management for eventual corporate decisions.
For UUM, the management of the university has been proactive in setting up the University Risk Management Committee (URMC) which is
chaired by the Honourable Vice-Chancellor himself. The URMC is made up of selected committee members, some of whom were
appointed on the basis of related expertise in risk management and insurance. In addition, the university also set up a Risk Management
Research Unit (RMRU) which is currently based in the School of Economics, Finance and Banking (SEFB) of UUM. The establishment of URMC
and RMRU are expected to assist the management of UUM to manage effectively the various potential risks faced by the university from
time to time. It is expected that all the academic colleges, schools , divisions, departments and units (including student colleges) are in this
together in helping the management of UUM to manage risks and uncertainties within the entire university system on a daily basis.
Q: What is your role in managing risk?
A: As a Professor of Risk Management and also as the Deputy Chairman II, my role essentially is advisory in nature and providing the risk
oversight with second professional opinions in relation to risk-related issues. I have to continuously play a proactive role in alerting the
Honourable Vice-Chancellor as the Chairman of URMC by providing feedback from time to time whenever necessary and/or appropriate.
Various forms of comments and/or suggestions are being provided also to ensure that the Chairman of URMC are constantly aware of whats
going on and what is expected in future.
In addition, I continue to play the role of mentoring in ensuring that staff and students alike benefit from me being here at UUM on each
passing day. As mentor, I certainly have a personal mission of motivating and encouraging all those concerned from time to time where
possible. My ultimate aim to nurture the younger generations into future leaders who are risk-conscious with the positive mindset of becomi
ng a game changer in their own rights and areas of expertise that they are in. At UUM, I would expect to help the management embe d a
risk management culture where everybody speaks the same risk language and perhaps more importantly, practice risk management and
contribute in their own little ways possible in making UUM a pride of their own.
Q: To what extent is UUM applying and/or practicing risk management?
A: This is another interesting question indeed. As of to date, Im extremely pleased to note that UUM on the whole is on the right track
in managing risks for the entire university. The university had finally adopted ISO -31000:2009 which is the world first international risk
management standard. UUM was also awarded the 1st
Runner-Up Winner of the Risk Manager of the Year Award (2013) by the
Malaysian Association of Risk and Insurance Management (MARIM).

I must say that my aspirations and personal objective of successfully embedding the risk management concept at UUM has been achieved
since the day I first join this university way back in April 2010. In fact, within the first year itself Ive been directly involved in UUM- SETARA-2011 in
advisory capacity as SETARA has a requirement on risk management and the related risk management process that need to be addressed
under the Input Dimension of UUM-SETARA-2011. That was a great feeling actually to be given the privilege of being part of UUM-SETARA2011 overall process. The Honourable Vice-Chancellor Annual Award in recognition of my risk management contribution was another
morale booster and that actually kept my spirit high in sharing- good-practices on risk management at UUM. The universitys achievement of
full autonomy is another morale booster for me as Ive been given the privilege to be part of the exercise.
On a final note, I must have a mention of the Honourable Vice-Chancellor himself with sincere gratitude. All this while, he has been highly
instrumental in me playing a role and equally important part of the university. He has been the key person in ensuring that Im involved at all
times where necessary and appropriate where risk management is concerned till this final year of my eventual retirement at UUM officially on
1 October 2016. Well, seven (7) years have passed without us realizing it and since 7 is indeed a very special number in Islam, I sincerely hope
my 7 years at UUM has been equally special.
ABOUT TAKAFUL
As we discuss insurance coverage issue, people often assume
the paid contribution will disappear if no claim is made. However,
there is a protection scheme which is not known by many that will
actually reimburse them if there is no claim made. Most people are
not aware of the protection scheme as they thought the scheme is
similar to the conventional insurance.
DEFINITION OF TAKAFUL
The word takaful is derived from the Arabic word which means
mutual guarantee. It is based on a group of participants who
agreed to financially support each other for a loss. Participants will
contribute regularly to a group of mutual funds with the intention
to mutually guarantee each other. As one starts joining the Takaful
scheme, they are expecting more than self protection, they also
support others who are in need.
Essential elements structuring Takaful. There are few important
elements in Takaful:
Tabarru
Generally, Tabarru means spending without gaining any reward.
In Takaful, there is an agreement by the participants to release
their Tabarru (contribution), an agreed amount of certain portion
of their Takaful contribution, thus allowing the participants to fulfil
their obligation of mutual guarantee if any of the participants
declared any loss. Tabarru function to reduce Gharar (uncertainty)
and Maisir (Gambling). The fundamental to Tabarru Contract is
tolerance and forgiveness. Therefore, a reasonable fair value in
Tabarru Contract is not necessary.
The conventional insurance contracts contain Gharar made
through the sale and purchase contract as the submission date
for the subject sale is not determined. The insurance company
will gain profit when there is no claim made and the policy holder
will not gain anything. Instead, for Takaful, the participants will be
given rebate if no claim is made. Maisir and Gharar are somehow
related. When Gharar exist, Maisir will come along. Maisir subsist
when the policy holder pays a small amount of premium with the
expectation to gain a larger amount.
Taawun
Taawun concept or mutual support is another core principle of
Takaful. Participants agreed to compensate each other mutually
for the arising losses from certain risks. Takaful is often seen as a
form of insurance cooperatives with the original objective not to
make gain profit but to mutually support each other, under the
principle Ta`awun.
Since the contract is a collaborative risk contract, it is not similar
to the conventional insurance, the accumulated funds does
not belong to the Takaful operator but belongs to the schemes
participants. Takaful operator acts as the accumulated fund
manager. Hence, any surplus funds (after deduction of operation
cost and claims) will be reimbursed to the participants as rebate or
profit. This makes Takaful appealing to the non-Muslims.
Avoid Riba (Interest)
Takaful does not invest in any non-Syariah compliance financial
instruments such as bond and stocks which may contain the
elements of Riba. Furthermore, there will be no extra charge for
any premature withdrawal from the Takaful fund (especially from
the Takaful investment funds) as charged by the conventional
insurance (interest charges for early withdrawal of policy with cash
or surrender value).
AZLI MUNANI
CEO/Excutive Secretary
Malaysia Takaful Association
azli@malaysiantakaful.com.my
TYPES OF TAKAFUL
General Takaful
General Takaful is a short term contract and is compatible with
the conventional general insurance. This type of Takaful does
not include any savings or investments. The Takaful manager will
channel any surplus or profit to the contributor yearly. Motor Takaful
and Fire Takaful are some examples of General Takaful.
Family Takaful
Family Takaful Plan is long term and most contributors have their
own goal such as for childrens education, retirement as well as for
compensation for their dependants. Basically, the term will be from
ten to thirty years. Savings, education plan and retirement plan are
some of the examples of Family Takaful.
THE DIFFERENCES BETWEEN TAKAFUL AND INSURANCE
Generally the benefits of financial insurance and Takaful are almost
the same. However, there are huge differences in terms of their
operations as we look into the details. In Takaful, any surplus (after
deduction of operation cost and claims) is redistributed to the
participants as rebate or profit, depending on the funds collection.
This has made Takaful interesting even for the Non-Muslim.
In conventional insurance, there are voluntary payments made
by the insurance companies or ex-gratia in response to the losses
that is technically not payable under the terms of the insurance
agreement. However, due to business consideration, the insurance
companies will reimburse the loss. Since the insurance fund is the
property of the insurance company through the risk transferred by
the policyholder, claims through ex-gratia can be done using the
accumulated insurance funds.
Same goes with Takaful, there is also reimbursement via exgratia. However, most Takaful operator does not make use the
accumulated participants funds. Ex-gratia claims reimbursement
is made using the shareholders own funds. This is the major
difference between Takaful and the conventional insurance.
Takaful operators will not benefit if no claim is made and there is
no existence of conflict of interest as the Takaful operator paid a
valid claim. Claims reimbursement should be made accordingly to
the signed contract.
Apart from that, it is an obligation for all institution practicing Syariah
compliances to contribute in Income Zakat. Most Takaful operator
will contribute to the Income Zakat based on their profit earned.
Even though the contribution is not much, but it is still considered
significant to the countrys Zakat development.
SUMMARY
Understanding the underlying concept of Takaful, one will be
able to benefit from it as Takaful offers financial management
and self protection as other insurances. The Syariah compliance
basis operation will offer great benefit for the Muslim especially.
Takaful is vast growing scheme and to date there are 11 licensed
Takaful operator under the 2013 Islamic Financial Service Act. AIA,
Prudential, HSBC and Sun Life are among the famous international
brands in insurance licensed for Takaful in Malaysia. It shows that
they believe Takaful is competitive and prosper on par with the
insurance business.
FROM MEDICINE AND

DISINFECTANT SMELL
TO COFFEE AROMA
- Changing Landscape of
Private Healthcare Services
ASMADI MOHD BAKRI

Chief Executive Officer
KPJ Ipoh Specialist Hospital
asmadi@kpjhealth.com.my
What it takes to continue being competitive in business for a private

hospital today may not be the same as in the 90s. Many factors
have evolved significantly from the early days as there were only a
handful of private hospitals in the country. Regulators, customers,
payers, technology advancement, different cost structure faced
by the healthcare providers, public and the society are some of
the examples which have contributed to the changing landscape
of the industry over the past few decades. An important factor
which should not be unheeded is the changing expectations of
the patients themselves.
Healthcare industry is not cheap. It is heavily backed by

adequately trained professionals and state of the art equipment.
In maintaining the countrys high regional ranking in the standard
of healthcare services, private healthcare providers are required
to comply with the rules and regulations from the authorities, which
focus to ensure patients safety. Investment may be substantial to
some in order to deliver quality and safe care. However, nothing
is more important in delivering service excellence, other than the
staffs themselves.
Private healthcare sector has experienced a solid growth since the

early 90s. Complementing the public healthcare sector, Malaysia
saw the demand and acceptance of the public for faster and
personalised healthcare services at private hospitals increased year
after year. Many private healthcare players came to the fore, as
well as businesses supporting the industry such as health insurance
and Managed Care Organisations (MCOs). Obviously, when
more providers are available, patients would shop around for best
value, quality service and care. With the advent of the Internet of
Things,information flow is now faster and far reaching, much better
than the World Wide Web era during the information age. Making
decision as to which private hospital to go has become much
easier nowadays. Thanks to mobile screens and internet. Patients
experience, comments and views are more readily and widely
available on everybodys smartphones and tablets.
At KPJ Ipoh, we see that staff engagement is our key. Staff of

all levels, from the consultants and nurses to the support staff
demonstrates genuine care for the patients, providing exceptional
customer service and attempting whenever possible to convert
ordinary customers into lifelong clients. They are committed to
providing clients with quality care by going the extra mile in giving
them a home-away-from-home atmosphere.
We use our KPJ core values - safety, courtesy, integrity,
professionalism and continuous improvement, to build the bond
with everyone at the hospital. Standard People Practice (SPP)
training is our group wide effort to bring everyone on board to
ensure pleasant experience to all patients and visitors at our
hospital. This is less expensive than investing on equipment, but
can bring huge impact to our guests. We even touch the basics
such as greetings, introducing ourselves and eye contact.
We have even adopted the medical term viral for this quick
spread of information, most of the time sensational. Those were
the days when patients were always polite and complied with
all recommendations from healthcare workers. Hospitals will
decide according to the best medical knowledge and resources
available, and patients would agree and accept the treatment
and outcome. Patients nowadays are more educated and well
informed of the development in healthcare services. Providers who
are not bothered to keep up with the trend will definitely be left
behind, if not totally being side-lined by the potential customers.
Staff are also encouraged to come up with new initiatives to

improve service excellence to our patients which they can submit
online to the management through their employee self-service
portal. To incite contribution from staffs, points are given to their
ideas, which they can accumulate and redeem for prizes including
holiday packages. We also listen to our customers. Feedbacks are
collected and reviewed for learning and improvement purposes.
Sometimes, problems are good as they spark innovation and
solutions for future improvements. Many solutions have actually
mooted from feedbacks from staff and patients, for example our
online, real time Bed Management System (BMS) and paperless
menu and diet order at wards. Systems were developed in-house
on inputs and feedbacks from interested parties.
Many hospitals now embrace patient-centred approach in

providing care. Patients are encouraged to take part in making
decision on the management of their illnesses. Healthcare providers
will go through with patients and relatives on the proposed
treatment, risks, costs and alternatives before proceeding. Even
the ambiance of the hospitals nowadays is very different from the
hospitals we used to know many decades ago.
Getting the staff involve in change process and continuous

improvements are important as this can bring better impact than
shoving things. Lets all understand the purpose and direction
and together to have the same concern to add value and bring
success to the organisation. After all, customer service can make
or break a business. If we treat our staff well, they will be happy.
Happy staff are proud staff, and proud staffs deliver excellent
customer service, which drives business success. That was not from
me, but Sir Richard Branson.
It is not uncommon today to enter a hospital lobby being greeted

by coffee aroma from fancy caf and brasseries, colourful
decorations according to seasons, festivities and celebrations, and
cheerful and smiling staff at the front counters. You may wonder if
you have stepped into a hotel lobby or a hospital. If you are lucky,
you will even be surprised with a live band performed by hospital
staff at the hospital foyer. Well, that is what you will see at KPJ Ipoh
Specialist Hospital at least, where I work.
PRODUCING
FIRST CLASS HUMAN
CAPITAL IN REALISING
THE COUNTRYS AGENDA
DR. MOHD ZAKHIRI MD NOR

PH.D, CIFP (INCEIF)
Program Coordinator
Bachelor of Philosophy, Law
& Business
Senior Lecturer,School of
Law, Universiti Utara Malaysia
zakhiri@uum.edu.my
049288104/0192102249
Education in this century is vital and must be able to nurture

students to be creative with problem solving skills as well as able
to think critically and analytically. Education shall not be limited to
providing basic knowledge of reading, writing and arithmetic, but
being able to produce knowledgeable and skilful human capital
to overcome the challenges of this century. Hence, the supply
of human capital at the international level shall be given serious
consideration.
In order to achieve the objectives of PSPTN, concentration

given to seven main cores. The first is to increase access
improve equity through democratization of education.
second core focuses on improving the quality of teaching
learning. Focus will also be given to the production of skilled
marketable graduates.
These changing needs shall emphasize on the importance of

information, creativity and innovation in providing services to the
community. These changes also need to put emphasis on creative
thinking and problem-solving strategies. Todays challenging times
create space and opportunity for each individual to develop
their talents, abilities and potential through the power of the
technology that is available through the facilities of information
technology (ICT).
The third core is about strengthening research and innovation,

where innovation among students shall be a culture. The fourth
one is focusing on strengthening institutions of higher education
while the fifth focuses on intensifying internationalization. In order
to produce first class human capital, the sixth core is established
to instil a culture of lifelong learning. All in all, the last core in
PSPTN is to strengthen the delivery system of the Ministry of Higher
Education (Higher Education, 2007).
The nation will be facing a very challenging phase towards the

year 2020. Malaysia will need to deal with various changes in the
global world, besides improving and upgrading the countrys
domestic environment. Realizing this fact, the Government has
introduced the National Mission, a policy and implementation
framework that outlines national priorities for the next 15 years,
in line with the Eleventh Malaysia Plan. Accordingly, the Ministry
of Higher Education (MoHE) plays a big role in mobilizing efforts
to achieve the goal of the second core which is to improve the
ability of knowledge and innovation as well as nurturing first class
mentality.
The implementation of the PSPTN is supported by the National

Education Blueprint which began in 2013 until 2025. The plan is
aimed to reform the countrys education system. Therefore the
plan was developed with three specific objectives.
An important aspect in the national education agenda and

policy is to increase the capacity for knowledge and innovation
and nurture first class mentality. A high quality human capital is the
most critical element in achieving the National Mission. Therefore,
the development of human capital will be vital.
was
and
The
and
and
The first objective is to understand the achievements and

challenges of the Malaysian education system with a focus on
access to equity performance, strengthen unity among students
and maximizing system efficiency. Other than that, the blueprint
aims to create a clear vision and aspiration for all children and the
education system as a whole for the next 13 years.
The final objective is to outline the comprehensive transformation
of the education system including significant changes in the
ministry to meet the new demands and high expectations of the
public as well as to incite and support the transformation of public
services (Grapragasem, Krishnan, & Mansor, 2014).
Human capital development will be implemented holistically,

including the acquisition of knowledge and skills or intellectual
capital including entrepreneurial capabilities and knowledge of
science and technology with a positive and progressive attitude,
values and ethics, through education, training and lifelong
learning. In addition, soft skills and entrepreneurial elements will be
applied to each individual to encourage them to think and act as
agents of change in the society (Arshad & Malik, 2015).
On this note, the former Prime Minister of Malaysia, Tun Dr. Mahathir
said that Malaysia had not only developed on the economic
aspects but it should be viewed from a variety of dimensions.
Among the elements that should be given special attention is the
economic, political, social, spiritual, psychological and cultural.
In facing the era of globalization, the role of higher education
institutions has changed drastically as the determination of human
capital also changed from a production-based economy to a
knowledge-based economy.
In accordance with the second core, the country needs to

develop human capital with first class mentality to encounter the
challenges of economic development based on knowledge and
innovation. Human capital development must have the capacity
for knowledge, skills and superior personal characteristics.
Consequently, higher education institutions have a role to provide

holistic graduates who are competent and able to compete
at a higher level (Baba, 2015). The countrys aspiration is to
become a hub of excellence for higher education regionally and
internationally and to develop a generation that has a first class
human capital.
In accordance with the objectives of developing human

capital, the National Higher Education Strategic Plan (PSPTN)
was drafted and was launched on 27 August 2007 with a vision
to transform higher education in the context of Malaysia as a
hub of excellence for higher education. This transformation was
the foundation towards excellence and sustainability of higher
education beyond 2020.
10
These yet to be born human capital shall serve as a think tank for
the country and society. In addition, the application of soft skills will
produce a visionary leader who will support the aspirations of the
country. They also shall have an intellectual mind and committed
as well as having a good self-confidence and risk-taking (Lee,
2015).
(To be continued in next issue...)
WHY? WHY CANT

I GET A JOB? I AM A FIRST
CLASS DEGREE HOLDER.
MY CGPA IS 4.0 BUT WHY?
FOON LUNG WEI

226433
Bachelor of Science in
Economics ( Hons)
UUM CAS
eggy.0918@gmail.com
Why most of the fresh graduates face difficulties while they are
looking for their job? Today I would like to share with you the facts
First and foremost, break the ice. What I mean here is not about
of the unemployment of our graduates and the ways for them to
your favorite frappucino in Starbucks which made by tiny broken
be employed. According to Jobstreet.com, the reasons for the
ice cubes. It is about how to handle your fear and get your mouth
unemployment of our fresh graduates are poor communication
open when you meet a stranger. So, be friend with your fear. Fear
skills and poor command of English language. Even though the
is a danger-indicator, it tells us what is danger but sometimes it may
graduates may be hired but it does not guarantee them not to be
just be overprotective. What you need to do is talk to your fear that
burned.
you are safe. There is nothing to be afraid of. Then, you will not feel
nervous anymore when you start a conversation. You may hesitate
Nowadays, their communication skill is so limited that they can only
at the beginning but when you get used to it, it will be fine.
talk among their friends, when they meet an unfamiliar occasion,

they chicken out. They will not try to approach other people and
Second, mind your language. If you are not good in English and
make friends with them. This is due to their low confidence level
you are going to present a report then, you need to organize your
in communication. Staffs that cannot communicate and truly
speech. It is very important when you deliver information to your
socialize in an organization, are they going to be employed?
boss. You need to have an opening, a body and a conclusion. By

organizing your speech, you will know what to present and how
Besides, graduates are not able to communicate effectively in
to present. Then, have your grammar checked by someone who
English. When they step into the business world, they cannot walk
is good in English. You may also include persuasive, convincing
out from their comfort zone and mix around with other people.
and inspiring elements in your delivery. Make sure your speech is
They will stay in their mother tongue zone speaking in their native
precise. Speech is like a skirt. It is short enough to create interest
languages and refuse to socialize with people who dont share the
and long enough to cover the important parts.
common language. They dont consider it as a stumbling block in

their career but I would say this is the main reason that they lost
Next, look at yourselves. When we chat with our friends, we will have
their business opportunity. Are you going to speak Chinese to an
different vocal varieties, facial expressions and body languages
American? Be realistic.
but when we are requested to present something in front of a

crowd. It is going to be like this. Ah, today ah, our topic ah, is. Or
Next, lack of creativity and innovation can also lead to
today, our topic is Nobody wants to count your Ahs or to listen
unemployment. Malaysian graduates are typically being fed with
to a monotonous report including your boss. Make your speech
concrete knowledge into their brains but they are not aware of
interesting and smooth if you do not want to see people sleep in
the importance of critical thinking. They do not know how to think
the meeting room. Use your creativity. You can inject some jokes in
creatively. What they have learnt in the universities are merely
your delivery but make sure it is appropriate with the situation.
theories so when they come into the working place, they cannot
apply the theories into reality. This means that they are completely
Last but not least, graduates should stop being too choosy.
useless and can only function as a textbook. Good academic
Remember that you are just a fresh graduate. You are looking for a
result does not mean that a person is clever. It is just reflecting how
job. Do not expect something that you will never get at all. There is
good he did in his exams. Do you think that a boss would employ a
not any job with RM6000 salary and you only need to work 2 hours
human-textbook? Or he would just buy a textbook?
in a week. Wake up and stop daydreaming. You should be realistic.

If you want a high position and high salary job, it will take you some
Next, graduates are being too choosy. As a freshman in working
time to work on it. When the timing is right, you will definitely get
field, they expect they can be the CEO of a company. They do
what you desire.
not want to work hard overtime. They do not want to have extra
workload. They do not want to stay far from their houses.They do
As a conclusion, communication skill, English proficiency, creativity
not want to work under the sunlight. They do not want low salary.
and leadership skill are the keys towards success. Please remember
They want easy, simple work with high reward. They always blame
to control your fear, use correct language, evaluate yourselves
others for not giving them an opportunity but when the opportunity
and have a well seasoned recipe in leading people, it will lead you
is knocking their doors, they expect they will have a secretary to
to the brightest path of your career.
open the doors for them. Graduate unemployment is a critical

issue and needs to be solved as soon as possible. Here are some of
my suggestions to overcome the problem.
11
A Must Have Book in Your Collection

Match Your Strategies for Brilliant Performance
ABOUT THE AUTHORS

Narentheren Kaliappen is a senior lecturer at School of Business
Management, Universiti Utara Malaysia (UUM). He holds a PhD
(Strategic Management), Master of Business Administration and
Bachelor of Business Administration from Universiti Utara Malaysia.
He also published quite a number of ISI/SCOPUS indexed journals,
including Emerald and Sage publications in the field of strategic
management and business administration in addition to presenting
several papers at local and international conferences.
Recently, he was awarded Distinguished Doctoral Dissertation Award
for his PhD thesis entitled, Strategic Match and Effects of Competitive
Strategy, Market Orientation and Innovation Strategy on Hotels
Performance: The Catalyst For Economic Growth of a Nation at
the US based Academy for Global Business Advancements (AGBA)
12th Annual World Congress. Additionally, he also received several
Best Paper Awards for his research papers presented at various
conferences.
Haim Hilman Abdullah is an Associate Professor, active researcher,
ABOUT THE BOOK
writer and consultant in the fields of strategic management,
This book aims to answer simple but intriguing questions: Why is a

matching of competitive strategy and market orientation practices
important? How do hoteliers have to design their business strategy
and functional strategy in order to achieve such a matching?
And what is the impact of such a matching on organizational
performance? By answering these questions through our in depth
research on the Malaysian hotel industry, we derive some strategic
lessons for managers, decision makers and academicians. Although,
this book specifically focused on hotel industry but the recommended
competitive strategy, marketing, leadership, quality management,

and entrepreneurship at School of Business Management, Universiti
Utara Malaysia. Academically, he obtained his PhD in Management
(Strategic Management) from Universiti Putra Malaysia (UPM).
His thesis was about competitive strategy and worthy to mention,
had won the Best PhD Thesis Award. Prior to that, he had received
BA (Hons) Business Administration (BBA) and Master in Business
Administration (MBA) from the University of Portsmouth, United
strategic match is also highly applicable for different industries.
Kingdom.
What can the Match Your Strategies for Brilliant Performance book
Furthermore, he also received several Best Paper Awards and Best
do for you? You can use the secrets in this book to become an
effective strategic thinker, practitioner and scholar. The book can
help to understand the right strategic match and tackle the really
important challenges you face in developing strategies and putting
them into action.
Scholar Awards at international conferences. Currently, he serves the

university as the Director for Institute of Quality Management that is
responsible to drive the Universitis strategic plan, quality and global
competitiveness agenda. To date he has published more than 20
academic papers in ISI/SCOPUS indexed journals and more than 50
articles in other refereed/indexed journals.
If you are ambitious you can use the great strategic message in this
book to achieve brilliant performance and shape your organizations
future. The book has its own strategic advantage. It is easy to read
He has also written several academic books and chapter in book

in the field of strategic management and management. He
without dumbing down its strategic idea.
also supervises a number of PhD students in the area of strategic
It is simple to use but is still based on a core set of intelligent
leadership, strategic human resource and quality management.
management, strategic marketing, business social responsibility,
strategic foundations to deliver success in a competitive world.

Spanning 7 chapters, the book covers topic such as an introduction,
theory, perspective and approach, organizational performance,
competitive strategy, market orientation, excellent strategic match
model and strategic message for decision makers.
Buy now at UUMPress Bookstore or online with

special discount
The book presents contents in an accessible manner, accompanied

by local and global examples and scenarios. Each chapter starts
and ends with strategic quotes and summary. The book helps
students who are studying strategy as part of a course or degree. It
is also useful for practitioners and general readers who seek essential
knowledge on strategic management.
12
IPQ ON BRAND
IPQ ON RANKING
Academic Reputation:
Where Are We Now?
Knowing What is Brand

Image?
By : Dr. Mazni Omar
By : Dr. Noor Hasmini Abd Ghani
In todays complex and competitive world, gaining a place at

higher education institutions is becoming increasingly challenging.
In order for the institutions to remain relevant for the calibre of
students they are trying to attract, universities must ensure that they
have good academic reputation. Academic reputation is defined
as a perception associated with the value of the academic
institution, measured through quality of teaching and learning,
research excellence, higher graduate employability, diverse
and accepting culture, or relevance of universitys activities to its
stakeholders.
Brand image is among of importance brand equity assets for every

company. Power brand image highlights the competitiveness of
the brand name which is owned by a company. Hence, what
is brand image? Brand image is customers brand perceptions
reflected by brand associations held in their memory. These brand
associations are related to a series of tangible (for example,
tick, soft, big, small etc) and intangible elements (for example,
excitement, fun, friendly, cool etc) perceived by customers that
create image of a brand.
University ranking across different measures is gaining the attention of

policymakers, especially those in educational institutions. University
ranking position can influence the universitys performance in
securing additional funding, attracting more students and building
links with other institutions. Two major ranking bodies, Quacquarelli
Symonds (QS) and Times Higher Education (THE), are using academic
reputation as major contributions to determine the university ranking.
These ranking bodies use global surveys to measure academic
reputation of a wide range of universities by inviting academic
experts to participate, identify, and rank academic institution
that they believe is the best within their own field of expertise.
Therefore, the image of a brand is the cluster of attributes and

associations where customers connect to the brand. Credible
image enables the brand to generate greater profit due to
customer willingness to pay for premium price. This is the greatest
of having power brand image as customers have more inelastic
responses toward price increase, lead to brand choice and
produce greater brand loyalty.
In particular, brand associations comprised three major categories:
attributes, benefits, and attitudes. Attributes basically represent
descriptive features of a product or service brand. It can be
differentiated either in terms of tangible-related attributes or
intangible-related attributes.
According to the 2016 THE World Reputation ranking results, the

US and UK institutions predominate, with Harvard, MIT, Stanford,
Cambridge, and Oxford University are occupying the top five
positions. The University of Tokyo, at 12th position, is the first Asian
institution to be included in the list, while none of the Malaysian
Universities have been recognized by THE. More details about the
results can be found in https://www.timeshighereducation.com/
world-university-rankings/2016/.
For benefits category, a term such as energetic brand represents

the benefit category. Benefits means personal values that makes
customers bonded to a brand, that is, what they think the brand
can do for them. Also, energetic brand is a symbolic benefit.
Symbolic benefit is another intangible-related attributes element.
Its more related to the core needs for social approval or personal
expression. Hence, customers may value the energetic or
fashionable brand due to these benefit elements that are more
associated to their self-concept.
Technology has become a necessity and ability to connect to the

world the norm. By using the Internet connection, information can
spread instantly across the globe. This demonstrates the power
that technology can give to universitys reputation. To capitalize
on this immensely valuable resource, major events and activities
carried out should be disseminated through social media, such
as Facebook, Twitter and other online platforms. The greater the
utilization of these forms of communication can enhance visibility
of the university to the world.
Otherwise, the attitude category refers to customers overall

evaluation towards the attributes and benefits of a brand has.
The terms such as strong image brand and good brand are
among the terms that are able to represent the attitude category,
as the strong image brand or good brand portray the salient
beliefs a customer has about the brand.
Collaboration and engagement across boundaries within the

university can improve academic reputation. One way to achieve
this is by attending prestigious conferences, allowing academics
to forge networks with their peers and showcase their expertise.
In addition, conference is a platform and opportunity to learn
and exchange knowledge from other universities especially in
terms of academic research. Academicians need to be proactive
in reaching out to international experts in their field and foster
relationships that could lead to eventual collaboration.
Therefore, the focus on how to build excellent brand associations

that comprised brand attributes, benefits and attitudes by
organization is vital for competitive brand image development.
Organization that is able to provide excellent attributes and
benefits to its brands will generate positive brand attitudes. Hence,
this will build greatest brand image that conveys what customer
think the brand has and affect their purchase or consumption
toward the brand.
In sum, universitys reputation needs to be managed effectively. In

this borderless world, universities are facing immense challenges,
but at the same time are offered with unlimited opportunities.
Universities should build their unique brand to remain viable, just as
any other business. Thus, academic reputation has to be managed
strategically in order to maximise its impact to the universitys
performance.
Dr. Mazni Omar is a Senior Lecturer at the College of Arts & Sciences
(UUM CAS) and Deputy Director of Corporate Planning Division at
Institute of Quality Management (IPQ)
Dr. Noor Hasmini Abd Ghani is a Senior Lecturer at the College of

Business (UUM COB) and Deputy Director of Quality Excellence
Division at Institute of Quality Management (IPQ)
13
IPQ ON SOFT SKILLS
IPQ ON DATA MANAGEMENT
Soft Skills as a
Complement to IT Skills
Should I Let My Company

Drown in the Sea of
Data?
By : Dr. Ku Maisurah Ku Bahador
By : Dr. Nurakmal Ahmad Mustaffa
In recent years, the trend shows that the demand for skilled university
graduates with information technology (IT) is growing. Competitive
pressures and technology have led to the expectation that most
organizations, private or government agencies, have evolved
in terms of technology to help strengthen the organizations
operations in order to stay competitive in their industries.

IT skills are crucial to sustaining the business activity. It also helps
organizations create an environment where decision-making and
strategic planning are easy to manage and conduct. However,
to operate at an optimum level, it requires more than IT skills.
Therefore, organizations must look for other skills, e.g. soft skills (such
as critical thinking skills, problem-solving skills, communication skills,
teamwork skills, etc.) as a complement to IT skills to ensure the ideal
use of software and hardware for businesses.
Data are the most strategic assets of an organisation. Data are
This means, although employees have knowledge and skills in a

certain technology, there is no guarantee for them to optimize
their use of technology without the help and support of soft skills.
The mixture of those skills is believed to enable employees to learn
and exploit knowledge, and therefore become proficient in the
use of IT.
say that they are suffering from an information crisis. Information
For example, for employees to develop skills in handling and

managing systems such as accounting systems and spreadsheet,
they not only requires skills in IT but also knowledge to understand
input or information needs, and critical thinking to manage the
process flow to generate meaningful and useful output. This shows
that the integrated skills are important factors in the workplace
and should be possessed by all employees.
a bad data if the data have gone missing, wrong or inaccurate,
The question is, how to equip employees with such skills? From my
observation, the higher learning education institutions have been
engaged in this issue. Most universities around the world have
developed learning strategies to educate graduates to a level
where they meet the skill requirements of their professions.
used in almost all the organisations activities, they are contained

of information for either organisations operational or strategic
decision making or planning processes.
The amount of data that is being created and stored in each
organisation is almost inconceivable, and it just keeps growing.
The more data you accumulate, the harder it is to keep everything
consistent and correct. Therefore, information obtained from those
data sometimes can be disputed.
In some organisations, they are having issues on effectively value,
govern and trust their data information, or in other words we can
crisis can be associated with information that contains bad data.
Bad data refers to information that can be erroneous, misled
and without general formatting, thus affects the quality of data.
Generally speaking, in a data warehouse, data are categorised as
inappropriate, non-conforming, duplicate and poor data entry.
Do the key stakeholders really understand the impacts of bad
data on their business? Having bad data in the companys data
warehouse is like making bad decision for the company; garbage
in, garbage out (GIGO). The impacts of using bad data can
lead the organisations to invest more money on resources and
maintenance, misinform or under-inform decision, produce invalid
reports, distort organisations image, lower customers satisfaction
and retention and, finally loss in revenue.
Malaysia is not an exception; the Government through the Ministry

of Higher Education (MoHE) announced the integrated Cumulative
Grade Point Accumulative (iCGPA) in 2015 as a new approach to
assessing students. It aims to promote the development of soft skills,
mentality and intellectual ability to think critically among university
graduates. Despite these efforts spanning the entire academic
fields, I hope the output of this approach will help graduates to
maximize their IT skills by taking the benefits of soft skills.
Looking at the adverse effects of using bad data as organisations
Furthermore, I also believe that the cooperation between the

universities and the private sector and the professional bodies
(specifically in the IT field) should be enhanced to identify the
appropriate skill set (other than IT skills) to maximize the utilization of
the system / technology. Employers and IT experts need to propose
any related skills to be included in the curriculum as a guide for
universities to produce graduates with the skill sets required in the
workplace or the IT-based environment.
Dr. Nurakmal Ahmad Mustaffa is a Senior Lecturer at the College

of Arts & Sciences (UUM CAS) and Manager for Strategic Planning,
Rankings and Mymohes at Institute of Quality Management (IPQ)
information, hence they need to be fully educated on the

management of data quality which is often can be very costly. A
good data management is where key stakeholders need to know
how to better use raw information and have spent optimum value
of money.
Dr. Ku Maisurah Ku Bahador is a Senior Lecturer at the College of

Business (UUM COB) and Manager for Quality Assurance at Institute
of Quality Management (IPQ)
14
IPQ ON TEAMWORK
IPQ ON TECHNOLOGY
Business Process
Re-engineering and
InformationTechnology
Power of Teamwork
By : Mdm. Hasliza Shafie

By : Mdm. Zarina Embi
Coming together is a beginning, staying together is progress and
working together is success. Henry Ford.
Business Process Re-engineering is a field in which work focuses

first on understanding the organizations objectives and goals,
its core business areas, people, tools and utilities. Followed by
the assessment of the existing processes, the redesigning of the
processes is targeted at achieving improvements to suit customers
ever increasing demands and needs.
Teamwork is one of the most important element to steer the

success of an organisation. However, it is not an easy task to gain
the cooperation from everyone in an organisation to work together
without effort from individual in the organisation itself.
It is essential to realize that Business Process Re-engineering guides

the change of how work is to be done in an organization with the
objective of attaining higher performance results. These changes
are to be implemented on the procedural angle and not affect the
organizations strategies and core functionalities, unless analyses
illustrate certain changes.
Regardless of how capable one is to get his or her work done, he

or she still needs the assistance and associate from others. No one
can achieve success on their own. We need others to support us
directly or indirectly to succeed.
Therefore, there is no such thing as I when working in team. A team
requires an individual who can work effectively setting aside the
personal feelings from interfering with the teams performance.
It should be realized that the success of any Business Process Reengineering is much dependent on the direct involvement from
the business process owners and support from top management
to brace the changes it brings.
However, if everyone possess the positive attitude and are open to

suggestions and opinions a team will be able to function effectively.
Every team members should be ready and able to accept the
fact when their suggestions or opinions are rejected or accepted
during any decision making session.
The word re-engineering which has been introduced into

the Information Technology field intends to gain maximum
performance in an organization, with the goal to have a more
efficient and productive organization. Organizations hunger for
speedier processes, lesser resources and higher productivity.
Trust is an essential issue in teamwork. Trust is created from the

bond in the team. A team lacking of trust is capable to engage
with conflict. Hence, if trust does not exist in teamwork, a good
relationship and effective working environment is not possible.
A part of re-engineering is to revisit the existing integrations to

backend legacy. Information Technology has been used to
accelerate business processes rather than tranforming them.
Information Technology is a no doubt an important source of
competitive advantage.
There is a saying about a stick, when we gather the sticks together

making it a handful, it can be used to sweep. If we are to put
ourselves in the same situation, a good cooperation and mutual
support among team players will pave the way for an organisation
to achieve something great.
It is no doubt that the tight coupling between Business Process

Re-engineering and Information Technology will create a more
dynamic, team-oriented, coordinative and communication-based
work capability. Together they form the way business is done and
enable the process design.
An outstanding organisation existed through great teamwork

in the organisation. An individual with the ability to put his or her
personal agenda or needs will be able to improve the organisation
and lead the organisation to higher accomplishment.
Information Technology makes Business Process Re-engineering

possible and worthwhile. It enables organizations to operate
smoothly and efficiently, react promptly to opportunities and issues,
and obtain and disseminate information to the organization. This,
in turn, gives the employees the empowerment to make better
decisions.
Most successful attainment of an organization is the result of

effective teamwork. Teamwork enables the organization to
unite and improve the quality of works. In short, the strength of
a leader in an organization lies in the support from everyone in
the organization. Hence, teamwork is essential to the successful
achievements of the organization because one cannot be
successful being alone.
Mdm. Zarina Embi is a Manager for E-Management at Institute of

Quality Management (IPQ)
Mdm. Hasliza Shafie is a Senior Social Research Officer at Institute

of Quality Management (IPQ)
15
IPQ
IPQ ON HUMAN RESOURCES

What Gen
Want?
Workers
ON CIVILIZATION
Civilization
By : Mr. Mohamed Nor Azman Nordin
By : Mdm. Nur Shazwani Shariffudin
According to the research, Generation Y (Gen Y) referred to as

Millenials, Nexters, Generation Why? and the Internet Gen.
These groups were born between 1982 and 2000 (some says 1980
1994) and are the youngest generation in the workforce today.
In the history of mankind, no man or nation that is ignorant has
It is important for employers to understand the needs of Gen

Y workers in order to retain them. So to get general ideas what
Malaysians Gen Y workers want, I would like to share Astro Awanis
interview session with Gen Y workers about what their expectations
from their employers. Let us take a look.
angels prostrated before him because of his knowledge. Besides,
Nursabiha Fadillah, 26 said, I want flexibility in working hours, as

long as I fulfil the 8 hours of work. I can finish my work within that
hour,. She also emphasized the need to have space area in the
office like playroom or recreational room to release stress.
aspects also require cultural enrichment of knowledge among the
I want a more casual working relationship with my boss, said Nik

Ezzah Syukriah Sukri, 27. We do follow procedures but if we go
through too much of bureaucracy, a lot of work will be delayed.
said Mohd Ridzuan Hassan, 29.
Todays bosses do not ask for input or ideas from their employees.
If the bosses do that, Gen Y would feel more appreciated and
would be more driven to carry out their tasks. They would even
work extra time, Nur Sakilah Ismail, 27.
I personally agree with the statemements above based on my
experience as an administrative officer for the past four (4) years.
A typical Gen Y for me is ambitious, achievement-oriented, team
players and tech savvy. Gen Y prefer to communicate via email,
social networks or text messaging as they are the most convenient
and effective methods of communication.
Flexibility and life balance is crucial for them because they are
family-oriented. They will put their kids ahead of their careers. As
more Gen Y step into positions of leadership by 2017, I am sure they
will introduce policies to provide more workplace flexibility.
Gen Y are seeking for challenges, feedbacks, rewards, training
and opportunity to develop their skills or else they will leave the
company. According to demographer Bernard Salt, the financial
sector was seeing a 25% turnover of Gen Y staff each year.
However, many of them stay put in their job a little longer because
of financial aspect.
The big question now, are employers aware and ready to
implement those changes at workplace? Yes, it is true that we
should be evaluated by individual characteristic or personality but
this is one of the guideline that employers can consider for future
development of a company or organization.
made a progress, although they have wealth and power. No major

religion and civilization elevates ignorance but holds knowledge in
high esteem. In Islam, Adam a.s. was elevated to the level until the
Islam elevates the status of someone who is more knowledgeable
than others.
Successful achievement in the economic, technology and social
citizens. Cultural knowledge is not simply the mastery of various
fields of knowledge and skills but also how it is distributed for the
benefit and advancement of oneself, nations and countries.
In this context we would like to see a system of holistic human
capital development that is knowledgeable and devoted to
oneself, community, nation and state with full trust, and understand
what it does. It is not creating knowledgeable individuals but using
their knowledge for personal gain to the extent of persecuting
others. Therefore, the emphasis one ilmu fardu ain is important to
evaluate ilmu fardu kifayah. This is to ensure the formation of high
moral values among the citizens.
What is more, today with the explosion of ongoing but uncontrolled
information can also cause confusion and misery among the
people. Hence, the birth of an educated and civilized generation
will be able to understand the limits of truth and usefulness. In
other words, we need to create a generation that understands
its actions; does something because it is right and does not do it
because it is false, and not because of fear of punishment or other
reasons.
Indeed, it is not impossible to realize a civilized generation. With
the civilized generation it will be possible to materialize the dream
of the country to become a developed nation based on its own
mould.
Mr. Mohamed Nor Azman Nordin is a Senior Social Research Officer

at Institute of Quality Management (IPQ)
Mdm. Nur Shazwani Shariffudin is an Assistant Registrar at Institute of

16
IPQ
IPQ
ON 5S PRACTICES
5S - Good Housekeeping
ON LEADERSHIP
7 Strategic Leadership
Lessons I Learnt from My
Best Boss
By : Mdm. Siti Hajar Mat Isa
By : Dr. Narentheren Kaliappen
5S is a term derived from the words Seiri, Seiton, Seiso, Seiketsu
Have you ever had a personal encounter with someone that
and Shitsuke. 5S was first introduced in Japan to companies and
absolutely changed your life? Whether for better or worse, that
organizations.
one person impacted the way you see things and the choices
you make. For me, one of those people was Assoc Prof. Dr. Haim
In Japan, the 5S practice has become a part of their culture. In
Hilman Abdullah, Director of Institute of Quality Management,
Malaysia, 5S practice is applied in the workplace environment
and my first boss, supervisor, mentor and brother. The best leaders
only. Actually, if we look into our daily lives, 5S is being practised
are highly attentive of the impact they have on individuals and
in our lives.
identify that leadership is about facilitating individuals to reach

their true potential. What makes him as an extraordinary leader? I
An example of the 5S practice in the kitchen is all the kitchen
will highlight 7 leadership lessons I learnt from my best boss.
appliances are stored and neatly organized to ensure easy

retrieval during the next cooking session. 5S is a concept that refers
1. He is a man of vision: He is future-directed. He could clearly
to the hygienic practices of taking care of the workplaces by
articulate where we are going and how we are going to get there.
keeping them clean and tidy based on the principle of a place
His self-confidence and hopefulness about our future success is
for everything and everything in its place.
transmissible.
2. He is a man of dreams and details: He is a leader who is capable
The practice of 5S is suitable for use in all parts of the house
to dream big, make people believe in his dream and able to give
including the bedrooms, living rooms, bathrooms, and the home
out the opinion at any point of time. His capacity to dream big
environment. Seiri, Seiton, Seiso, Seiketsu and Shitsuke mean Sort,
together with a keen attention to detail that distinguishes him from
Straighten, Shine, Standardize and Sustain. 5S is a good practice
the rest.
because it can enforce discipline within an individual.
3. He is smart and wise: The stimulating force of a wise leader is

purpose, values and a passion to succeed at work. He is more
5S, directly and indirectly, is useful for us. Our workplaces and the
open to learn new things regularly.
surroundings will be neat, comfortable, clean and beautiful. With
4. He has patience and impatience: He is a leader who is impatient
such improvements workplace safety can be managed more
for results, shows how engaged he is to reach a great outcome.
systematically. When we are customers of an organization we
Simultaneously, he is also patient with individuals, which permits him
expect the best service.
as a leader to respect different types of individuals and appreciate

their strengths and reduce the weaknesses. Impatience towards
5S is significant in a hospital pharmacy as it allows the distribution of
outcomes and patience with individuals has to be his success
medicine to be made efficiently and quickly. When the rapid bus
mantra going forward.
company adopts the 5S, passengers will feel relaxed during the
5. He is intelligent and interesting: His strategy is to be intelligent and
journey as 5S stands for passengers comfort and safety.
interesting simultaneously. As a leader, he generates attentiveness

among the individuals who are part of his corporate system. He
5S, if practiced on a regular basis, will increase work productivity
continually put interest on people, process & performance and
by enhancing work performance and quality.
learn, lead & legacy.

6. He inspires and aspires: He inspires and motivates individuals to
Mdm. Siti Hajar Mat Isa is a Social Research Officer at Institute of

believe his visions and work towards a collective goal which is one
of the utmost assets of any great leader. He strongly believes on a
leader has to inspire individuals to satisfy their own aspirations as well.
He also constantly appreciates any talent and achievement.
7. He has a mind and mindset: His triumph is not only reliant on
the sharpness of his mind; to some extent, its a blend of his mind
and mindset. Individuals around him are smart and as a leader,
he has a sharp mind to keep him at the head of the game. The
right mindset is self-nurturing and it benefits not only him, but the
individuals who interacts with him.
Dr. Narentheren Kaliappen is a Senior Lecturer at the College

of Business (UUM COB) and Manager for National & Global
Competitiveness at Institute of Quality Management (IPQ)
17
PENGARAH IPQ TERIMA

BEST DIRECTOR AWARD
11 April 2016 (Isnin) - Pengarah Institut Pengurusan Kualiti

(IPQ), Prof. Madya Dr. Haim Hilman Abdullah telah menerima
anugerah Best Director Award di The Golden Globe Tigers
Award 2016 yang berlangsung di Pullman Kuala Lumpur City
Centre Hotel & Residences baru-baru ini. Anugerah ini memberi
pengiktirafan kepada individu dan organisasi yang cemerlang
iaitu merentasi pelbagai bidang, disiplin dan industri.
Kejayaan ini adalah kejayaan setiap warga IPQ. Budaya kerja
berpasukan, setia kawan dan kesungguhan untuk memberikan
yang terbaik telah membolehkan IPQ terus mengorak langkah
dalam menjadikan dirinya sebagai salah sebuah PTJ yang
disegani di UUM. Saya yakin lebih banyak kejayaan mampu
diraih oleh IPQ khususnya dan UUM amnya di masa hadapan
apabila budaya kerja cemerlang benar-benar menjadi DNA
IPQ dan UUM ujarnya.
Saya amat berharap agar anugerah ini mampu memberi
inspirasi kepada setiap warga kerja IPQ untuk menjadikan
kecemerlangan dan keredhaan Allah s.w.t. sebagai matlamat
utama semasa menjalankan setiap tugas yang diamanahkan.
Kecemerlangan IPQ mahupun UUM bukan bergantung kepada
pihak luar tetapi warganya sendiri. Untuk itu setiap warga kerja
UUM perlu ada cita-cita untuk menjadikan diri masing-masing
sebagai ejen kecemerlangan UUM ujarnya lagi.
This success belongs to everyone in IPQ. The teamwork,

loyalty, and determination to deliver the best enables IPQ to
keep moving forward to be one of the respected CoA in UUM. I
believe IPQ in particular and UUM in general, will achieve more
success in the future once excellent work culture becomes the
DNA in IPQ and UUM, he said.
I really hope this award will inspire IPQ members to make
the excellence and pleasure of Allah SWT as the aims while
performing their responsibilities. The excellence of IPQ or UUM
does not rely on others but its own members. Hence, UUM
netizens should have the ambitions to make themselves the
agent of excellence for UUM, he added.
With this recognition, IPQ once again proves itself to have
the ability to strive as one of the CoA capable for driving
UUM quality, corporate planning and global competitiveness
agenda at the national and global aligned the tagline Focused.Accurate.Sharp.Timely - IPQ Drives UUMs Endless
Potentials.
Dengan pengiktirafan ini, IPQ sekali lagi membuktikan

kemampuannya untuk terus melangkah menjadi sebuah PTJ
yang mampu memacu agenda kualiti, perancangan korporat
dan daya saing UUM di peringkat nasional dan global sejajar
dengan tagline iaitu Focused. Accurate. Sharp. Timely - IPQ
Drives UUMs Endless Potentials.
IPQ DIRECTOR RECEIVES BEST DIRECTOR AWARD
11 April 2016 (Monday) - The Director of Quality Management
Institute (IPQ), Assoc. Prof. Dr. Haim Hilman Abdullah was
awarded the Best Director Award at The Golden Globe
Tigers Award 2016 at Pullman Kuala Lumpur City Centre Hotel
& Residences. The award recognizes excellent individuals
and organizations throughout various fields, disciplines and
industries.
18
IPQ ANJUR PROGRAM LATIHAN EKSEKUTIF Practical Risk Management and ISO 31000:2009
14 April 2016 (Khamis) - Institut Pengurusan Kualiti (IPQ) julung
kalinya menganjurkan Program Latihan Eksekutif Practical
Risk Management and ISO 31000:2009 di Georgetown City
Hotel, Pulau Pinang. Seramai 20 peserta dari sektor kerajaan
dan swasta telah menghadiri program latihan eksekutif ini.
Program ini bertujuan untuk memberi pendedahan tentang
konsep pengurusan risiko dan pengaplikasian ISO 31000:2009
untuk membina sesebuah organisasi yang mantap bagi
membantu menguruskan risiko dalam organisasi dengan
cekap.
Program satu hari ini dikendalikan oleh Prof Dr Haji Mohd Rasid
Hussin, Profesor Pengurusan Risiko, Universiti Utara Malaysia dan
juga Presiden International Institute of Risk Management and
Crisis Strategies (IIRMACS). Beliau telah menerangkan maksud
risiko, kepentingan dan rangka kerja pengurusan risiko serta
komplikasi sesebuah organisasi dalam konteks globalisasi
kini. Beliau juga turut memberi pendedahan tentang ISO
31000:2009 dan tatacara pengaplikasian.
Program latihan eksekutif ini banyak memberi input kepada
saya. Pemahaman terhadap pengurusan risiko dan ISO
31000:2009 amat penting untuk menjalankan tugasan saya
di syarikat tempat saya berkhidmat ujar Cik Rosni Suib, IMS
Executive, Global E-Technic Sdn. Bhd., Perlis Power Plant yang
merupakan salah seorang daripada peserta program ini.
IPQ mengucapkan ribuan terima kasih kepada Prof Dr Haji
Mohd Rasid Hussin, para peserta dan semua pihak yang
membantu untuk menjayakan program latihan eksekutif ini.
Program Latihan Eksekutif IPQ berikutnya ialah Transisi ISO9001:
2008 kepada 2015 yang akan diadakan pada 26 Mei 2016.
IPQ ORGANIZES EXECUTIVE TRAINING PROGRAMME - Practical

Risk Management and ISO 31000:2009
14 April 2016 (Thursday) - The Institute of Quality Management
(IPQ), organizes Executive Training Programme entitled
Practical Risk Management and ISO 31000:2009 at
Georgetown City Hotel, Penang. A number of 20 participants
from the public and private sectors attended the
programme.
The program aims to provide an overview of the concept of
risk management and the application of ISO 31000: 2009 to
build an effective organization and to help manage risk in an
efficient organization.
The one-day programme was conducted by Prof Dr Haji Mohd
Rasid Hussin who is a Professor in Risk Management, Universiti
Utara Malaysia and the President of International Institute of
Risk Management and Crisis Strategies (IIRMACS). He explained
the definition of risk, importance and risk management
framework as well as the complications of an organization
in globalization context. He also enlightens the participants
about ISO 31000:2009 and the application procedures.
This executive training gave me a lot of input. Understanding
of risk management and ISO 31000:2009 is essential for me to
carry out my responsibilities said Miss Rosni Suib, IMS Executive,
Global E-Technic Sdn. Bhd., Perlis Power Plant, one of the
participants.
IPQ would like to extend our highest gratitude to Prof Dr Haji
Mohd Rasid Hussin, participants and those who have assisted
in the organization of this executive training programme. The
next IPQ Executive Training Programme is the ISO ISO 9001:
2008 transition to 2015 which will be held on 26th May 2016.
Program latihan eksekutif ini banyak memberi input kepada saya. Pemahaman terhadap pengurusan risiko dan ISO
31000:2009 amat penting untuk menjalankan tugasan saya di syarikat tempat saya berkhidmat ujar Cik Rosni Suib, IMS
Executive, Global E-Technic Sdn. Bhd., Perlis Power Plant yang merupakan salah seorang daripada peserta program ini.
19
2 Mei 2016 (Isnin) - Institut Pengurusan Kualiti (IPQ), baru-baru ini

telah melancarkan Quality Apprenticeship Programme (QAP).
Seramai 18 orang pelajar sarjana muda dari pelbagai Pusat
Pengajian telah dipilih untuk mengikuti sesi pertama program
selama 4 semester ini. Kejayaan menamatkan program ini
akan membolehkan pelajar dianugerahkan sijil Pengurus
Muda Kualiti & Perancangan Strategik.
Penubuhan QAP ini merupakan cetusan idea daripada
Pengarah IPQ, Prof. Madya Dr. Haim Hilman Abdullah. Dalam
ucapan perasmian, beliau mengatakan bahawa penubuhan
QAP oleh IPQ adalah atas kesedaran warga IPQ untuk
membantu universiti dalam menyediakan para pelajar UUM
yang terpilih akan kemahiran yang dapat memberikan nilai
tambah kepada ijazah yang bakal mereka miliki kelak.
IPQ yang merupakan PTJ yang bertanggungjawab terhadap
agenda Pengurusan Kualiti, dan Pelan Strategik universiti akan
menyalurkan segala ilmu pengetahuan khususnya dalam
aspek praktikal kepada para pelajar yang terlibat. Secara
khususnya kita akan melatih pelajar menjadi juruaudit dan
pengamal ISO 9001:2015, juruaudit dan pengamal 5S, individu
yang kreatif dan inovatif, pembangun Pelan Strategik dan
Pelan Tindakan yang terlatih ujarnya.
IPQ LANCAR QUALITY APPRENTICESHIP PROGRAMME (QAP)

UNTUK PERKASA PELAJAR UUM
Semasa majlis pelancaran QAP, para peserta turut diberikan

taklimat berkenaan bagaimana QAP akan dilaksanakan oleh
Pengarah Projek QAP iaitu Dr. Mohamad Faizal Ahmad Zaidi
yang merupakan pengurus Bahagian Sistem Kecemerlangan
Kualiti, IPQ. IPQ akan berusaha sedaya upaya untuk
membantu para pelajar memperolehi nilai tambah yang
benar-benar memberi manfaat kepada pelajar yang terpilih
ujarnya.
IPQ berharap dengan penubuhan QAP ini akan membuka
lembaran baru buat IPQ khususnya dalam agenda membantu
universiti memperkasa graduan UUM iaitu dalam memastikan
mereka benar-benar menjadi rebutan industri apabila
memasuki pasaran pekerjaan khususnya dalam aspek kualiti
dan perancangan strategik.
QAP LAUNCHING OFFERS ADDED VALUES TO UUM STUDENTS
2 May 2016 (Monday) The Institute of Quality Management
(IPQ) launched the Quality Apprenticeship Programme (QAP).
A number of 18 undergraduates from various Schools has been
selected to undergo the first session of the programme for 4
semesters. Upon the completion of this programme, students
will be awarded with certificate of Young Quality & Strategic
Planning Manager.
20
The establishment of QAP is an idea by the Director of IPQ,

Assoc. Prof Dr. Haim Hilman Abdullah. In his opening speech,
he said that QAP founding by IPQ was an initiative by members
of IPQ to assist the University to prepare the selected students
with skills which will later be an added value to their degree.
IPQ is one of the Centre of Authorities responsible towards
the University Quality Management and Strategic Planning will
try our best to channel the knowledge especially in practical
aspects to the students. Particularly, we will train the students
to become auditors, ISO 9001: 2015 practitioners and 5S
practitioners. At the same time, we will also train the students
to be creative and innovative and prepare them to become a
trained Strategic Plan and Action Plan developer he said.
During the launching, the participants were briefed on QAP
implementation by the Project Manager, Dr. Mohamad Faizal
Ahmad Zaidi, which is also the Manager of Quality Excellence
System, IPQ. IPQ will definitely do our level best to support the
students to gain the added values which will benefit them,
he said.
IPQ hopes the establishment of QAP will open a new chapter
for IPQ especially in the agenda to assist the University in
enhancing the graduates capabilities and sought-after by
employers as they enter employment market, especially in the
aspects of quality and strategic planning.
IPQ BENTANG PENCAPAIAN SUKU PERTAMA 2016

PELAN STRATEGIK FASA II (2016-2020)
17 Mei 2016 (Selasa) - Bahagian Perancangan Korporat (BPK), Institut Pengurusan
Kualiti (IPQ) baru-baru ini telah membentangkan pencapaian suku pertama Pelan
Strategik UUM Fasa II, 2016 bertempat di Bilik Mesyuarat Senat . Pembentangan
suku pertama ini dipengerusikan oleh YBrs. Prof. Dr. Noor Azizi Ismail, Timbalan
Naib Canselor (Penyelidikan dan Inovasi).
Dalam ucapan pembukaan, Prof. Dr. Aziz menegaskan bahawa Pelan Strategik
Fasa II ini lebih mencabar kerana fokus pencapaiannya adalah untuk menaikkan
ranking UUM di peringkat antarabangsa terutamanya dalam penarafan ranking
QS dan THE, selain Webometrics dan UI GreenMetric. Beliau menyeru semua PTJ
memberi perhatian serius terhadap semua KPI dan PI yang telah ditetapkan.
Secara khususnya penyelidikan yang dijalankan harus bergerak ke arah
mencapai impak yang tinggi. Hal ini hanya akan tercapai melalui konsep
kepertanggungjawaban dalam menjalankan penyelidikan dan bukan sematamata untuk melengkapkan sasaran yang ditetapkan. Melalui penyelidikan yang
berkualiti inilah akan melahirkan penerbitan yang berimpak tinggi, ujar beliau
lagi.
Sementara itu Pengarah IPQ, Prof Madya Dr. Haim Hilman Abdullah dalam
mesyuarat menjelaskan strategic posture Pelan Strategik UUM terdiri daripada
empat teras iaitu Enhance Scholarship & Internationalization, Human Capital
Development & Talent Management, Develop Holistic Student, dan Wealth
Creation. Meliputi 6 Bidang Keberhasilan Utama (KRA), 7 Strategik Objektif, 12
Strategi, 16 Petunjuk Prestasi Utama (KPI) dan 219 Petunjuk Prestasi (PI).
Beliau melapurkan 43% petunjuk prestasi telah mencapai indikator hijau,
3% kuning, 23% merah, dan 31% hitam. Pada sukuan pertama ini, sebanyak
78% data dikumpul secara manual dan 22% secara pre-realtime. Beliau juga
merakamkan ucapan terima kasih kepada semua PTJ yang terlibat dalam proses
pengumpulan data secara manual dalam pembentangan ini kerana Strategic
Planning Information System 2.0 (SPIS 2.0) masih dalam proses pembangunan.
IPQ dengan kerjasama UUMIT dalam proses menyiapkan pembangunan Strategic
Planning Information System 2.0 (SPIS 2.0) yang akan menjadi platform dalam
proses semakan data, ketepatan data dan real time data ujarnya.
Pembentangan pencapaian berasaskan teras dimulai oleh Teras 1a: Enhance
Scholarship & Internationalization (Research, Consultation & Publication) yang
dibentangkan oleh Dr. Mohd Faizal Omar; Teras 1b: Enhance Scholarship &
Internationalization (Academic) oleh Prof. Madya Dr. Huda Hj Ibrahim; Teras 2:
Human Capital Development & Talent Management oleh En. Baharuddin Yaacob;
Teras 3: Develop Holistic Student oleh Dr. Mohd Dino Khairri Shariffuddin, dan
Teras 4: Wealth Creation oleh Pn. Elyani Ahmad.
Turut hadir dalam sesi pembentangan ini ialah YBrs. Prof. Madya Dr. Abdul Malek
Abdul Karim, Timbalan Naib Canselor (Hal Ehwal Pelajar dan Alumni). IPQ sebagai
sekretariat Pelan Strategik merakamkan ucapan penghargaan dan terima kasih
kepada semua PTJ yang terlibat dalam proses pengumpulan dan semakan data
bagi pelaporan Pelan Strategik suku pertama 2016 kali ini.
21
IPQ PRESENT 2016 PHASE II STRATEGIC PLAN FIRST QUARTER ACHIEVEMENT

(2016-2020)
17 May 2016 (Tuesday) - The Corporate Planning Division (BPK) of the Institute of
Quality Management (IPQ) presented the first quarter achievement of Phase II UUM
Strategic Plan, 2016 at the Senate Meeting Room. The first quarter presentation
was presided by Prof. Dr. Noor Azizi Ismail, Deputy Vice-Chancellor (Research and
Innovation).
In the opening speech, Prof. Dr. Aziz emphasized the second phase of this strategic
plan is more challenging as the achievement focuses at improving UUM rankings
to the international level, especially in QS and THE, besides Webometrics and UI
GreenMetric. He requested for all Centre of Authorities to pay serious attention to
the KPIs and PIs set.
Particularly, the on-going research should progress towards reaching higher
impact. It is achievable through sense of responsibility instead of simply fulfilling
the targeted indicators. A quality research will produce high impact publication,
he added.
Meanwhile, the Director of IPQ, Assoc. Prof. Dr. Haim Hilman Abdullah in the
meeting further explained the UUM Strategic Plan of strategic posture which
consist four main thrusts - Enhance Scholarship & Internationalization, Human
Capital Development & Talent Management, Develop Holistic Student, dan Wealth
Creation. Covering 6 Key Result Areas (KRA), 7 Strategic Objectives, 12 Strategies,
16 Key Performance Indicators (KPI) and 219 Performance Indicators (PI).
He also reported 43% of the performance indicators has reached the green
indicators, 3% yellow, 23% red and 31% black. In this first quarter, 78% data was
compiled manually and 22% pre-realtime. Dr. Haim also expresses his gratitude
to all the Centre of Authorities involves in the manual data compilation process
for this presentation as the Strategic Planning Information System 2.0 (SPIS 2.0)
is still in the process of development. IPQ in collaboration with UUMIT is in the
process of completing the development of Strategic Planning Information System
2.0 (SPIS 2.0) which soon will become a platform for data review, data accuracy
and real time data he said.
The performance presentation began Thrust 1a: Enhance Scholarship &
Internationalization (Research, Consultation & Publication) by Dr. Mohd Faizal
Omar; Thrust 1b: Enhance Scholarship & Internationalization (Academic) by
Assoc. Prof Dr. Huda Hj Ibrahim; Thrust 2: Human Capital Development & Talent
Management by En. Baharuddin Yaacob; Thrust 3: Develop Holistic Student by
Dr. Mohd Dino Khairri Shariffuddin, and Thrust 4: Wealth Creation by Pn. Elyani
Ahmad.
Also present in the session is ialah Assoc. Prof Dr. Abdul Malek Abdul Karim, Deputy
Vice-Chancellor (Student Affairs and Alumni). IPQ as the Strategic Plan secretariat
would like to extend our highest gratitude to all Centre of Authorities involved in the
data compilation and review for the 2016 Strategic Plan first quarter report.
QS UNIVERSITY RANKING ASIA

LONJAKAN UUM LUAR BIASA
14 Jun 2016 (Selasa) - Kedudukan Universiti Utara Malaysia

(UUM) terus meningkat dalam ranking Asia apabila berjaya
menempatkan diri pada kedudukan ke -137, menurut kajian
QS University Ranking Asia 2016.
Kedudukan UUM pada tahun ini telah meningkat sebanyak
56 anak tangga berbanding tahun lepas pada kedudukan
193. Dalam tempoh lima tahun ini, UUM telah melonjak naik
sebanyak 162 anak tangga dari tahun 2011.
Ini meletakkan UUM pada kedudukan ke-21 di Asia Tenggara,
ke tujuh di Malaysia dan keenam dalam kalangan Universiti
Awam.
Naib Canselor, Prof. Dato Seri Dr. Mohamed Mustafa Ishak
berkata, pencapaian memberangsangkan UUM pada tahun
ini memberi gambaran positif kepada sasaran yang ditetapkan
iaitu untuk berada sekurang-kurangnya pada kedudukan ke50 Asia dalam jangka masa terdekat.
Sehubungan itu, diharapkan semua warga kerja UUM dapat
berganding bahu dan tekadkan usaha menjadikan UUM,
Universiti Pengurusan Terkemuka.
Saya yakin dengan usaha yang lebih gigih dan tekun, tidak
mustahil kita dapat melonjak pada kedudukan yang lebih
tinggi, ujar beliau.
UUM Vice-Chancellor, Prof. Dato Seri Dr. Mohamed Mustafa

Ishak stated that, UUM impressive achievements this year has
certainly created a positive impetus for the university to drive
forward as the university has set its sight to be placed among
the top 50 in Asia.
In view of that, concerted efforts from the staff members of
UUM are crucial to ensure that the university will attain its status
as the Eminent Management University. I am confident that we
will attain our goal to be placed at a higher position in the
rankings if we continue to persist and persevere in our efforts,
he added.
QS University Rankings Asia is a prestigious ranking agency
based in the United Kingdom which establishes the regional
and world ranking systems. This year, a total of 300 major
universities in Asia were evaluated. The evaluation exercise
began in 2009.
The university is evaluated based on the overall score of
ten indicators specifically academic reputation, employer
reputation, faculty/student ratio, citations per paper, paper
per faculty, proportion of international faculty, proportion
of international students, proportion of inbound exchange
students, proportion of outbound students and the latest
indicator introduced this year is the proportion of academic
staff with PhD.
QS University Ranking Asia ialah agensi beroperasi di United

Kingdom yang membuat penarafan peringkat serantau dan
dunia. Dalam penilaian kali ini, 300 universiti utama Asia telah
dinilai dan penilaian ini dibuat sejak tahun 2009.
Universiti dinilai berdasarkan sepuluh petunjuk iaitu reputasi
akademik, reputasi majikan, nisbah fakulti pelajar, bilangan
petikan penyelidikan, bilangan penyelidikan setiap fakulti,
peratusan anggota fakulti antarabangsa, peratusan pelajar
antarabangsa, peratusan pertukaran pelajar masuk dan
keluar, dan petunjuk terbaru yang diperkenalkan pada tahun
ini adalah peratusan staf akademik yang mempunyai ijazah
kedoktoran (PhD.)
UUM REACHES IMPRESSIVE MILESTONE IN QS UNIVERSITY
RANKINGS: ASIA
14 June 2016 (Tuesday) - Universiti Utara Malaysia (UUM)
continues its ascent in the QS University Rankings: Asia 2016
when it clinched the 137th position in this years ranking.
UUM has successfully increased its position by 56 places
compared to last year where UUM was placed at the 193
position. In just five years, UUM has demonstrated impressive
increase of 162 places since the year 2011. UUM is placed at
the 21 position in Southeast Asia, the 7th in Malaysia and the
6th among public universities in Malaysia.
22
IPQ ANJUR PERKONGSIAN TEKNIK MEMPEROLEH

ANUGERAH 5S/QE MPC
20 Jun 2016 (Isnin) - Institut Pengurusan Kualiti (IPQ)

menganjurkan Program Latihan Eksekutif Teknik Memperoleh
Anugerah 5S/QE MPC di IPQ, UUM. Seramai 40 peserta
yang dipertanggungjawabkan menjayakan agenda 5S
dari pelbagai jabatan dan PTJ dalam UUM telah menyertai
bengkel ini baru-baru ini.
Dalam ucapan aluan, Pengarah IPQ Prof. Madya Haim
Hilman Abdullah memaklumkan bahawa agenda 5S ini
mampu menjadi antara tunjang utama Pelan Transformasi
UUM. Tuan-tuan dan puan-puan adalah ejen perubahan
yang selama ini dinanti-nantikan oleh jabatan masing-masing
dan di atas sebab itu berilah komitmen terbaik dalam usaha
merealisasikan agenda 5S ini yang mana dalam tempoh 3
tahun kita berharap keseluruhan kampus UUM memperoleh
Sijil 5S/QE MPC, ujarnya.
Bengkel ini adalah untuk membimbing para peserta
mengetahui teknik mudah dan terbaik
dalam usaha
menyediakan dokumen-dokumen penting untuk Pensijilan 5S/
QE Malaysian Productivity Corporation (MPC). Bengkel ini juga
memberi pendedahan kepada para peserta kaedah Amalan
Persekitaran Berkualiti 5S/QE terbaik iaitu sehingga mampu
menjadikan 5S/QE sebagai asas utama pembentukkan
persekitaran kerja yang kondusif dan berdaya saing.
Bengkel ini dikendalikan oleh Dr. Noor Hasmini Binti Abd
Ghani, Timbalan Pengarah Bahagian Sistem Kecemerlangan
Kualiti bersama Puan Rozaime Ilyas, Pengurus 5S IPQ. Puan
Rozaime turut berkongsi pengalaman dan cara penyediaan
bahan fail mengikut jawatankuasa 5S. Menurut salah seorang
peserta bengkel ini, perkara yang paling menarik dalam
bengkel ini adalah perkongsian maklumat mengenai aspek
inovatif dalam pelaksanaan Amalan 5S dan juga perkongsian
maklumat lengkap bagi penyediaan dokumentasi 5S jabatan.
Sesi lawatan 5S turut diadakan bagi peserta lebih memahami
Amalan 5S yang dilakukan oleh IPQ.
The Director of IPQ, Assoc. Prof. Dr. Haim Hilman Abdullah

in his opening speech highlighted that 5S agenda is among
the main root in UUM Transformation Plan. You are the long
awaited transformation agents in our respective department,
hence give your level best commitment in the effort to realize
UUM 5S agenda. We aim to acquire MPC 5S/QE Certificate for
the whole campus within 3 years time, he said.
The workshop aimed to guide the participants and exposes
the participants the simple and best techniques to prepare
important documents in compliance with 5S/QE Malaysian
Productivity Corporation (MPC) Certification. The workshop
also discloses the participants about Best 5S/QE Quality
Environment Practice methods and how to empower the
quality practice making it conducive and competitive working
environment norm.
The workshop was conducted by Dr. Noor Hasmini Binti Abd
Ghani, Deputy Director of Quality Excellence System Division
and Madam Rozaime Ilyas, the Manager of IPQ 5S. Madam
Rozaime also shares her experience, handling and preparation
of files according to the 5S Committee. One of the participant
said the most interesting part of the workshop is the sharing
about the innovative aspect in 5S practice. She was also
thrilled to get the in-depth information about departments 5S
documentation. At the end of the workshop, 5S visit session
was held to expose the participants further about the 5S
practiced by IPQ.
IPQ would like to extend highest gratitude to the participants
for the trust given to share the 5S Agenda towards MPC
Certification.
IPQ mengucapkan ribuan terima kasih kepada semua

peserta atas kepercayaan yang diberikan untuk bersamasama berkongsi Agenda 5S ke arah Pensijilan MPC.
IPQ ORGANIZED TECHNIQUES TO ACQUIRE 5S/QE MPC AWARD
20 June 2016 (Monday) - The Institute of Quality Management
(IPQ) conducted an Executive Training Programme entitled
Techniques to Acquire MPC 5S/QE Award. A total of 40
participants responsible at their respective CoAs attended
the one-day programme.
23
IPQ
LANCAR SISTEM PELAPORAN ELEKTRONIK
MS ISO 9001:2008
22 Jun 2016 (Rabu) - Institut Pengurusan Kualiti (IPQ) telah

berjaya melaksanakan Taklimat Cara Penggunaan Sistem
e-ISO Laporan Audit Kualiti Dalaman MS ISO 9001:2008
(Pentadbiran dan Akademik). Taklimat ini telah dihadiri oleh
70 orang staf yang terdiri daripada Dekan, Timbalan Dekan,
Ketua Pusat Tanggungjawab dan Ketua Juruaudit Kualiti
Dalaman Akademik dan Pentadbiran.
Pengarah IPQ, Prof. Madya Dr. Haim Hilman Abdullah dalam
kata aluannya mengucapkan terima kasih kepada semua
yang hadir dan di atas komitmen yang diberikan dalam
memacu agenda strategik universiti khususnya agenda
berkaitan pengurusan kualiti dan jaminan kualiti. Pengarah
IPQ turut berkongsi tujuh ciri yang perlu ada dalam diri setiap
warga UUM untuk membantu UUM terus kompetitif iaitu; i)
keberanian ii) ketekunan iii) ketahanan iv) rasa ingin tahu yang
tinggi v) empati vi) kepimpinan, dan vii) integriti.
Taklimat separuh hari ini dikendalikan oleh Timbalan Pengarah
Bahagian Sistem Kecemerlangan Kualiti (BSKK) iaitu Dr.
Noor Hasmini Haji Abd Ghani. Semasa taklimat beliau telah
menerangkan cara penggunaan sistem e-ISO dengan dibantu
oleh Puan Nelwati Abidin dari UUM IT.
Projek ini adalah salah satu dari
projek
E-Management
di
bawah kendalian IPQ yang
dipimpin oleh Puan Zarina
Embi
selaku
pengurus
E-Management. Dr. Noor
Hasmini
dan
pasukan
dari
BSKK-IPQ
selaku
pelanggan, Dr Siti Sakira
Kamaruddin dan pasukan
dari
Pusat
Pengajian
Pengkomputeran
selaku
perunding
dan
Puan
Nelwati dan pasukan dari
UUMIT selaku pembangunan
sistem.
24
IPQ berharap dengan adanya sistem ini, proses penyediaan

laporan audit akan dapat memudahkan tugas ketua juruaudit
dan pasukan menyediakan laporan dengan mudah dan
ketua PTJ boleh memperolehi laporan dengan lebih cepat,
kemas dan interaktif. Pihak IPQ mengucapkan ribuan terima
kasih kepada semua yang hadir dalam taklimat ini.
IPQ LAUNCHES MS ISO 9001:2008 ELECTRONIC REPORT SYSTEM
22 June 2016 (Wednesday) The Institute of Quality Mangement
(IPQ) has successfully conducted a briefing on MS ISO
9001:2008 Internal Audit Report e-ISO System Usage Guidelines
(Administrative and Academic). The briefing attended by 70
staff consisting of the Dean, Deputy Dean, Head of Centre
of Authority, Head of Academic and Administrative Quality
Auditor.
The Director of IPQ, Assoc. Prof. Dr. Haim Hilman Abdullah in his
opening speech thanked the participants and their commitment
to drive the university strategic agenda particularly towards the
quality management and quality assurance. The Director also
shared seven habits which everyone should possess in assisting
UUM to sustain its competitiveness- i) courage ii) perseverance
iii) endurance iv)curiosity v) empathy vi) leadership, and vii)
integrity.
The half-day briefing was conducted by the Deputy Director
of Quality Excellence System Division, Dr Noor Hasmini Haji Abd
Ghani. She explained the detailed guideline to use the e-ISO
system with the assistance of Puan Nelwati Abidin from UUM IT.
The project is one of the e-Management project managed by
Madam Zarina Embi as the manager. Dr. Noor Hasmini and her
team from BSKK-IPQ as the client, Dr Siti Sakira Kamaruddin and
team from the School of Computer as the consultant and Puan
Nelwati and team from UUMIT as the system developer.
IPQ hopes the development of the system will be able to
facilitate the head of auditors and his team in audit report
preparation process and the Head of Centre of Authorities will
be able to obtain report faster, neatly and interactively. IPQ
would like to extend our highest gratitude to everyone present
for the briefing.
IPQ - UUM Prihatin Dalam Program Kembalikan

Senyuman Mereka
30 Jun 2016 (Khamis) - Kelab Kebajikan dan Rekreasi, Institut
Pengurusan Kualiti (KKR-IPQ) telah mengadakan satu lagi
aktiviti CSR di bulan Ramadhan ini yang dipanggil IPQ Prihatin
Kembalikan Senyuman Mereka, baru-baru ini. Program ini
memberi sumbangan barang keperluan dan wang kepada
keluarga kurang bernasib baik di kampung-kampung sekitar
Changlun, Kodiang, Jitra dan Alor Setar. Sebanyak 20 buah
keluarga telah dibantu dalam program ini.
Pengarah IPQ, Prof. Madya Dr. Haim Hilman Abdullah
berkata program ini amat menginsafkan kerana rata-rata
ayah dan ibu yang dibantu amat daif kehidupan mereka.
Ada pasangan suami isteri yang kedua-duanya lumpuh
sepenuhnya, tidak boleh berbicara dan kini hidup sendirian
kerana satu-satunya anak mereka iaitu seorang ibu tunggal
sedang sakit dan dirawat di hospital. Begitu juga apabila
melihat ada ibu dan ayah yang terlantar sakit di samping
tinggal dalam rumah yang cukup usang, dan ada yang hidup
sebatang kara dengan bergantung sepenuhnya kepada duit
zakat yang diterima setahun sekali iaitu sekitar RM600 setahun
untuk menyara kehidupan selama 1 tahun benar-benar
meruntun jiwa. Terima kasih kepada sahabat- sahabat warga
IPQ, UUM dan di luar UUM yang menyumbang wang ringgit
sehingga membolehkan program ini dijayakan dengan baik.
Mudah-mudahan Allah akan membalas dengan balasan
sebaik baiknya buat sahabat-sahabat semua ujarnya.
Hasil dari program ini, IPQ-UUM akan mengambil inisiatif
menjadikan beberapa keluarga sebagai keluarga angkat
IPQ dengan mewujudkan Tabung KKR-IPQ bagi mengumpul
dana untuk membantu menampung kehidupan bulanan
mereka. Program ini akan menjadi program CSR warga IPQUUM ujarnya.
IPQ-UUM CARES PROGRAMME RETURN THEIR SMILE
IPQ Director, Assoc. Prof. Dr. Haim Hilman Abdullah said, The
programme really touches our heart. Most of the receivers
lived in very poor condition. We witnessed a couple, both
paralysed, unable to communicate, surviving on their own as
their only child is currently hospitalised. It was heartbreaking
for us to meet a family with both parents bedridden living in a
very old house, and some living alone and depends solely on
the zakat contributions of RM600 which they received yearly to
survive. I would like to thank all members of IPQ, UUM and other
organisations for their contributions to make this programme a
success. May Allah reward you with goodness.
30 June 2016 (Thursday) - The Welfare and Recreation Club of

the Institute of Quality Management Institute (KKR-IPQ) recently
organized IPQ-UUM Cares Programme Return Their Smile. The
programme held during the holy month of Ramadhan is as
part of the CSR activity for IPQ. The programme contributed to
the less fortunate families in forms of goods and money in the
rural areas around Changlun, Kodiang, Jitra and Alor Star. A
total of 20 families were identified to receive the contributions
for this programme.
To ensure the continuity of this programme, IPQ-UUM will take

the initiative to take few families we visited as IPQ adopted
family. We will raise funds to lighten their burden and support
them monthly, he added. The team from IPQ-UUM was
represented by 12 committee members. The programme also
received support by the Kota Seputeh ADUN, YB Dato Abu
Hassan, and YB Dato Othman Aziz from Jerlun Parliament. The
programme begins at Changlun, later to Kodiang, Jitra and
ended at Alor Star at approximately 4.30 p.m.
Turut hadir dalam dalam menjayakan program ini adalah ahli

jawatankuasa Kelab Kebajikan dan Rekreasi IPQ seramai 12
orang. Program ini juga telah mendapat kerjasama daripada
DUN Kota Seputeh, YB Dato Abu Hassan, dan YB Dato
Othman Aziz iaitu Ahli Parlimen Jerlun. Program ini bermula dari
Changlun dan terus menuju ke Kodiang, Jitra dan berakhir di
Alor Setar pada jam sekitar 4.30 petang.
25
19 July 2016 (Tuesday ) - The sedulous efforts of the Institute of

Quality Management (IPQ), UUM, in driving the development
of the universitys 3E governance system (centred on being
Efficient, Effective, and Excellent) and striving for the realisation
of the universitys strategic plan, especially with regard to its
rankings and ratings agenda, have earned the Institute the
coveted distinction of being recognised as the Best Corporate
Planning and Quality Management Department in a Higher
Education Institution at the World Education Congress Global
Awards 2016.
The World Education Congress, which is an annual event,
focuses on fostering excellence in education, leadership, and
teaching. The 2016 edition of the Congress, with its theme
Quality Education for Sustainable and Inclusive Growth, was
held from the 23rd till the 24th of June, 2016, at the Taj Lands
End Hotel, Mumbai, India. This years awards were presented by
the Chartered Institute of Management Accountants (CIMA).
The judges at the Congress were impressed by the accomplished
work and the continuing efforts of the IPQ in augmenting quality
management and accreditation management through its
adherence to various standards of quality management and
utilisation of several platforms for quality enhancement such as
MS ISO 9001:2008, the Innovative and Creative Circle (ICC), the
Assessment of Quality and Innovation Practices (5S), SETARA,
ASEAN-QA, COPPA/COPIA, international rankings and ratings,
and Phase 1 (2011-2015) and Phase 2 (2016-2020) of the UUM
Strategic Plan.
The earnestness of the IPQ in carrying out its entrusted
responsibilities is also evident in the spectrum of Executive
Training Programmes it offers and the diligent, behind-thescenes, efforts it invests in marshalling resources and expertise
towards obtaining various awards and recognitions for the
university and the department itself. Further, the fact that it
publishes its own academic journal - the International Journal
of Organizational and Business Excellence (IJOBE) - and the
IPQ Quality Bulletin, shows that it is intent upon strengthening its
national and global competitiveness.
Propelled by the resolve to enhance the reputation of UUM,
the IPQ played an instrumental role in elevating UUMs position
to rank 701+ in the QS World University Rankings and rank 137
in the QS Asia University Rankings 2016. Moreover, the IPQ was
also instrumental in enabling 5 UUM academic programmes
to obtain AUN-QA accreditations, in helping UUM to retain
the MS ISO 9001:2008 certification, and in facilitating UUMs
participation, for the very first time, and attainment of rank 44
in the UI GreenMetric World University Ranking.
Apart from this, the IPQ itself has won various awards and
recognitions, namely, the UUM Excellence Award for Best
Support Centre for two consecutive years (2013/2014 and
2014/2015), Winner of the UUM Programme Ranking and
Website Competition for non-academic Centres of Authority,
Runner-up at the national level ICC competition, and the only
recipient of the 5S/QE Malaysian Productivity Corporation
(MPC) certification in UUM.
Every organisation has its helmsman, the one navigating the
path of the organisation. The one who has been steering
the helm in accordance with the dictates of the compass of
success for the IPQ is Assoc. Prof. Dr. Haim Hilman Abdullah,
Director of the IPQ, who received the Best Director Award at
The Golden Globe Tigers Awards 2016, recently.
26
IPQ UUM RECEIVES

RECOGNITION AT WORLD
EDUCATION CONGRESS
GLOBAL AWARDS 2016
His vision of a fitting goal for the IPQ is best expressed by his
words, Our journey has been exciting and I strongly believe
that, with teamwork, dedication, and determination, IPQ can
one day become the transformation office that will drive UUMs
endless potentials.
Dr. Haim, in expressing his appreciation, said, I am delighted
that the IPQ has gained recognition on the global stage from
CIMA and the World Education Congress. This recognition is
a distinguished addition to the list of awards won by the IPQ.
However, there is still much to be done, and this award will
certainly give further impetus to our drive and determination to
continue our efforts towards becoming a department that truly
reflects the motto Focused, Accurate, Sharp & Timely, and
confidently steers the agenda related to Quality Excellence
System, Corporate Planning, and Global Competitiveness.
He expressed his heartfelt gratitude to his Deputy Directors, Dr.
Mazni Omar and Dr. Hasmini Abd Ghani, the managers, and
the entire staff of the IPQ, who have given their undivided
support to the corporate planning, quality management, and
global competitiveness agenda and helped the IPQ attain
this momentous accolade. Dr. Haim also extended his sincere
thanks and appreciation to the Vice-Chancellor of UUM, Prof.
Dato Seri Dr. Mohamed Mustafa Ishak, and all the denizens
of UUM for the unwavering support given to the IPQs efforts
towards achieving the university agenda in a spectacular
manner that earned it this prestigious award in the global
arena.
KENALI RAKAN IPQ ANDA
DR. NARENTHEREN KALIAPPEN
EN. MOHD FARHAN BIN ISMAIL
PN. SITI KHAIRUNNISA BINTI MOHD NOR
Good, better, best. Never let it rest. Until

your good is better and your better is
best
Every successful individual knows that

his or her achievement depends on a
community of persons working together
A negative mind will never give you a

positive life
Beliau dilahirkan pada 26 Jun 1985 di

Hospital Besar Pulau Pinang dan sekarang
menetap di Taman Gemilang, Jitra
Kedah. Anak sulung kepada pasangan
Encik Kaliappen Veriah dan Puan
Saraveswari Govindaraju ini berkelulusan
PhD (Pengurusan), MBA dan BBA (Hons)
dari Universiti Utara Malaysia (UUM). Beliau
telah memulakan tugas di UUM sebagai
pensyarah kanan sejak tahun 2015 dan
kini ditempatkan di Institut Pengurusan
Kualiti (IPQ) sebagai Pengurus Daya Saing
Nasional & Global sejak Januari 2016.
Beliau dilahirkan pada 25 Oktober 1987

di Hospital Besar Alor Setar (kini dikenali
sebagai Hospital Sultanah Bahiyah) dan
sekarang menetap di Kampung Alor
Gunong, Alor Setar, Kedah. Anak sulung
kepada Puan Rohana bt Ibrahim ini
berkelulusan Sarjana Muda Pengurusan
Pembangunan dan sekarang semester
akhir
dalam
Sarjana
Pentadbiran
Perniagaan (MBA) Pengurusan Projek.
Beliau telah memulakan tugas di Universiti
Utara Malaysia sejak tahun 2011 dan kini
ditempatkan di Institut Pengurusan Kualiti
(IPQ) sebagai Penolong Pendaftar di
Bahagian Perancangan Korporat (BPK)
sejak Januari 2011.
PN. NURUL ASYIQIN BINTI MUHAMAD

ZAINI
PN. NUR FATHIN BINTI ABDUL RAHMAN

Do what you can, with what you have,
where you are
Plan your work and work your plan

Beliau dilahirkan pada 6 Jun 1986 di Hospital
Besar Kangar (kini dikenali sebagai Hospital
Tuanku Fauziah) dan sekarang menetap di
Pekan Kodiang,Kedah. Isteri kepada Encik
Ku Azri Bin Ku Mat ini mempunyai seorang
anak perempuan. Anak sulung daripada
lima adik-beradik ini berkelulusan Ijazah
Sarjana Muda Sains Sukan dan Rekreasi
dari UiTM Shah Alam .Mula berkhidmat di
Universiti Utara Malaysia sejak tahun 2011
dan kini ditempatkan di Institut Pengurusan
Kualiti (IPQ) sebagai Penolong Pegawai
Tadbir di Bahagian Sistem Kecemerlangan
Kualiti (BSKK) sejak 2012.
Beliau dilahirkan pada 21 Julai 1985 di

Hospital Kulim, Kedah dan sekarang
menetap di Jitra, Kedah. Anak sulung
kepada Puan Norhayati Binti Salleh
ini berkelulusan Diploma Pengurusan
Teknologi daripada Universiti Teknologi
Malaysia (UTM). Beliau telah memulakan
tugas di Universiti Utara Malaysia sejak
tahun 2011 dan kini ditempatkan di Institut
Pengurusan Kualiti (IPQ) sebagai Pembantu
Tadbir (Perkeranian & Operasi) di Bahagian
Perancangan Korporat (BPK) sejak Febuari
2011.
27
Dilahirkan pada 28 Disember 1988 di Klinik

Dr Aishah, Sungai Petani dan sekarang
menetap di Kampung Gajah Mati,
Pendang, Kedah. Anak sulung daripada
pasangan Encik Mohd Nor Ahmad dan
Puan Sharifah Saleha Syed Mustaffa ini
berkelulusan Ijazah Sarjana Muda Sains
(Biokimia) dari Universiti Kebangsaan
Malaysia. Beliau telah memulakan tugas di
Universiti Utara Malaysia sejak tahun 2012
dan kini ditempatkan di Institut Pengurusan
Kualiti (IPQ) sebagai Pegawai Penyelidik
Sosial di Bahagian Perancangan Korporat
(BPK) sejak Januari 2016.
EN. SHAHRIN AZLY BIN MUHAMAD

YUSUF
If you can dream it, you can do it
Beliau dilahirkan pada 17 Mac 1981 di
Hospital Besar Alor Setar (kini dikenali
sebagai Hospital Sultanah Bahiyah) dan
sekarang menetap di Lot 1875 Kampung
Utan Kandis Arau Perlis. Anak sulung
daripada pasangan Hj. Muhamad Yusuf
Hj. Morad dan Hjh Harisoh Hj. Ibrahim ini
berkelulusan Sijil Pelajaran Malaysia (SPM).
Beliau telah memulakan tugas di Universiti
Utara Malaysia sejak tahun 2005 dan
ditempatkan di Institut Pengurusan Kualiti
(IPQ) sebagai Pembantu Am Pejabat di
Institut Pengurusan Kualiti (IPQ) sehingga
kini.
IPQ klik
April-Jun 2016
Lawatan daripada Fakulti Bioteknologi & Biomolekul

(FBSB), UPM
Lawatan mesra daripada SAC, SBM &

Pejabat PNC UUMCOB
Lawatan mesra daripada DPP Bank Rakyat,

PPA UUMCAS &PPA UUMCOB
Majlis Bacaan Yassin dan tazkirah yang diadakan di

IPQ pada setiap hari Selasa jam 8.30 pagi
Majlis Iftar Keluarga IPQ di EDC Hotels & Resorts, UUM
Lawatan mesra dari Unifilm Studio, UUM
Lawatan mesra daripada JHKK, UMP

Buletin Kualiti IPQ Bil. 5 Edisi 2 2016

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IPQ

FOCUSED. ACCURATE. SHARP. TIMELY

HEAD, HEART, HAND

Professor of Risk Management

Medicine and Disinfectant

Producing First Class Human

Why Cant I Get a Job? I Am a

7 Strategic Leadership Lessons

Prof. Dato Seri Dr. Mohamed Mustafa Ishak

11. Why? Why Cant I Get a Job? I Am a First Class Degree

Prof. Madya Dr. Haim Hilman Abdullah

13. IPQ on Ranking & IPQ on Brand

Management and ISO 31000:2009

23. IPQ Lancar Sistem Pelaporan Elektronik MS ISO 9001:2008

27. Kenali Rakan IPQ Anda

Institut Pengurusan Kualiti (IPQ)

28. IPQ Klik

Tel: (04) - 928 4651 Fax: (04) - 928 4660

FOCUSED, ACCURATE, SHARP, TIMELY

IPQ DRIVES UUMS ENDLESS POTENTIALS

Many leaders are deceived by their own belief

A great and successful leader is a leader who asks

An organization built without affection and respect will not last

Many leaders failed to express their gratitude sincerely to their

At IPQ-UUM, we strongly strive to practice the 4H concept and

FOCUSED, ACCURATE, SHARP, TIMELY

IPQ DRIVES UUMS ENDLESS POTENTIALS

SEJARAH PENUBUHAN IPQ

Penubuhan Pusat Pengurusan Kualiti (PPQ).

The establishment of Quality Management Centre (PPQ).

Quality Management Center was upgraded to Institute of Quality Management (IPQ).

FOCUSED, ACCURATE, SHARP, TIMELY

IPQ DRIVES UUMS ENDLESS POTENTIALS

ASSOC. PROF DR. ANGELA AMPHAWAN

IPQ DRIVES UUMS ENDLESS POTENTIALS

DR. HAJI MOHD RASID HUSSIN

IPQ DRIVES UUMS ENDLESS POTENTIALS

Malaysian Association of Risk and Insurance Management (MARIM).

FOCUSED, ACCURATE, SHARP, TIMELY

IPQ DRIVES UUMS ENDLESS POTENTIALS

FOCUSED, ACCURATE, SHARP, TIMELY

FROM MEDICINE AND

ASMADI MOHD BAKRI

What it takes to continue being competitive in business for a private

Healthcare industry is not cheap. It is heavily backed by

Private healthcare sector has experienced a solid growth since the

At KPJ Ipoh, we see that staff engagement is our key. Staff of

Staff are also encouraged to come up with new initiatives to

Many hospitals now embrace patient-centred approach in

Getting the staff involve in change process and continuous

It is not uncommon today to enter a hospital lobby being greeted

FOCUSED, ACCURATE, SHARP, TIMELY

IPQ DRIVES UUMS ENDLESS POTENTIALS

DR. MOHD ZAKHIRI MD NOR

Education in this century is vital and must be able to nurture

In order to achieve the objectives of PSPTN, concentration

These changing needs shall emphasize on the importance of

The third core is about strengthening research and innovation,

The nation will be facing a very challenging phase towards the

The implementation of the PSPTN is supported by the National

An important aspect in the national education agenda and

The first objective is to understand the achievements and

Human capital development will be implemented holistically,